Review on BPM 3.0

Introduction

The purpose of this review essay on the proceeding ‘BPM 3.0’ from the Business Process Management Seventh international conference held in Germany, 2009 is to understand how the developments in the business process management field is governed. In the BPM development arena a lot of technological advancements are happening. In this review, I am looking into the aspects of how all different BPM developments at different locations and different BPM development community is governed for the overall benefit of the BPM development. This review paper looks into the governance perspective of the trends and techniques in the BPM field discussed in the proceeding ‘BPM 3.0’ from the international conference.

 According to Doebeli (2011), one of the nine principles of organizational governance is ‘knowing what governance is’. In this review, the BPM Governance refers to a step above the BPM, which is how to manage BPM developments. In another way, it is the business project management of BPM developments. It also lights into the strategies used for accelerating BPM developments. According to Spanyi (2008), BPM Governance is the governance which improves and manages the optimization of business process improvements by making right structure, metrics, roles and responsibilities to measure, improve and manage the performance of an organization’s end to end business processes. In this review the BPM Governance is the governance which improves and manages the proper utilization of BPM developments at different locations and teams for a better BPM tool.

BPM 3.0

In the BPM 3.0 proceeding, Scheer and Klueckmann (2009) discuss the trends in BPM development. The following are the trends discussed in the BPM 3.0 article: BPM guerilla approach vs BPM Governance, the power of BPM community, crowd sourcing – making products and processes democratic, the search function-a gateway to everything, BPM and the cloud, sneak preview of semantic BPM. This proceeding is written based on the research done for international conference on the literature available in blogs, forums, books and websites and focused to emphasis on the new trends in the BPM development arena, especially related to ARIS community.

Review Findings

After reading BPM 3.0 proceeding, the proceeding looks like an ARIS express marketing documentation. The tone of the author of BPM 3.0 proceeding is in a way to market ARIS express BPM tool. In this proceeding, the author put forward the issues and solutions in BPM development from ARIS express point of view as the trends in the BPM development arena. Since the author developed the proceeding on focusing the ARIS tool, the proceeding only explains the issues and solutions that are faced by ARIS BPM development team. The other trends in the BPM development are missing in the article.

Issues in BPM Development Governance

Korhonen (2007) says that BPM governance is a challenging issue due to the fact that for an effective BPM for the end to end business process requires inter-organizational coordination of people, information and communication technology assets. According to Scheer & Klueckmann (2009), some of the governance issues in the BPM development are the following: How to integrate individual BPM initiatives for the success of entire organization, how to accelerate BPM developments and to stay updated in the BPM field, how to meet the BPM product and process satisfy customer demands, how to make the bpm best practices, policies, and process standards like templates and workflows useful and easily accessible, how to reduce risk of Core processes in BPM in Cloud, and how to prevent failure in service oriented architectures (SOA) due to the lack of cooperation of SOA customer and SOA provider.  

Solutions for Issues

The proper governance structure comprising of steering committee, Center of excellence, Process initiative and Project helps to identify and solve the issues during the different development levels of BPM(Korhonen 2007). Steering committee makes vision, strategies and aligns BPM efforts to strategic business and IT goals by prioritizie and approves project plans and budgets(Korhonen 2007). Center of excellence role is to develop standards, enforces best practices, guides project initiatives, builds buisness rules and process architecture, and provides process training at tactical level in accordance with strategic intent(Korhonen 2007). Process initiative plans resources and prioritize end to end business process and manages project portfolio(Korhonen 2007). Project run the implementation of a discrete part of the business process which is specified by the process initiative(Korhonen 2007).

The integration of BPM individual initiatives can be solved by making the business process management tools flexible. Flexibility means the different tools or models like epc, organizational charts, value chains, BPMN and IT environments are combatible to each other. These combatible tools improves the governance issues due to inidividual initiatives in a large organizations.  The development of combatible tools in BPM supports BPM guerilla approach, where the latest or individual BPM initiatives add value and success to the organizations BPM(Scheer & Klueckmann, 2009). According to Fernandez & Venkatachalamn (2006), standardization for reusability, inter-operability and productivity of different tools and methodologies helps different teams to use their own comfortable tools for modeling processes.

Based on the governance structure, Streeing committee need to select a strategic tool or method to intergrate all the individual BPM initiatives(Korhonen 2007). In this proceeding ARIS express is the tool given as a solution for governing the intergration issues. The proceeding implies that the streeing committee of ARIS as part of their vision, they developed ARIS express tool which is compatible with other tools and models(Scheer & Klueckmann, 2009). The ARIS express is a tool to govern the integration of BPM development at different teams at different location. 

According to proceeding, the BPM developments can be accelerated by changing employees culture towards process oriented culture. The proceeding says that the process oriented culture can be created by participating employees in BPM online communities. The online communities helps the employees stay updated with the BPM developments and also help them to contribute to the BPM developments which accelerates the BPM development processes. The author alos says that the BPM online communities help the organization to reduce the need for investing in costly project consultation(Scheer & Klueckmann, 2009).

The centre of excellence in the structure of governance uses online community to stay updated and to see feedbacks of their product and development process(Korhonen 2007). This help them to allign policies and identify best practices across the organizations.

The satisfaction of BPM customers are achieved through making BPM products and processes in a democratic way. The solution of making products in democratic way is achieved by crowd sourcing. Through the method of goverance of crowdsourcing, organization can improve the creativity and reduce the investment cost. In this method the tasks performed by employees are outsourced to communities of BPM customers(Scheer & Klueckmann, 2009). The streeing committee can use crowdsourcing a technique to control investment cost and improve creativity through collective intelligence(Korhonen 2007).

The other BPM development that helped in easy accesability of best pratices, policies, and process standard is the search functionality. The search functionality made the acess to all forms of process content, ranging from workflow descriptions to templates for documents associated with the workflow and decision-making aids. The search functionality reduced the time in drilling down to the required processess and also reduced the complications in finding the particular processess(Scheer & Klueckmann, 2009). These initiatives are controlled under project level of the govern structure.

 BPM and cloud is one of latest development in BPM. The issue of core process can be solved by making a private cloud for the organization(Scheer & Klueckmann, 2009). Private cloud only solves the issue of keeping the core process in cloud, but this does not meet the actual intention of accessing and continious improvement through collective intelligence for core processess. It meets the purpose for certain extend, because now the collective intelligence for the core process is only of the organization, not the external organizations or BPM communities.

Semantic BPM is the solution to overcome the failure due to incoperation of SOA customers and providers. Semantic BPM allows the reuse of process fragments which are semantically annotated. Semantic queries help users to search and execute new software services at runtime.(Scheer & Klueckmann, 2009).  Fernandez (2006) says that BPM governance should be performed by cross-functional teams which helps to make process fragments semantically annotated.

BPM 3.0 Conclusion and its Relevance to BPM

The proceeding concludes that the process initiatives output of the independent teams should be integrated and interpreted consistently. It also emphasizes the need for process mindset across the organization, the need for easy access of functionalities and distribution and generation of greater knowledge(Scheer & Klueckmann, 2009). Business Process Management means managing the end to end business processes in an organization(Korhonen 2007). Even though the author of BPM 3.0 describes the trend with the help of ARIS product, the conclusions developed from the proceeding is highly relevant to BPM. The conclusion lights into the need for the goverance of the BPM developments for the faster optimization of the business process. The lack of intergration and inconsistent interpretation of processes may lead to the failure of the business. The individual initiativies helps faster business process developments, hence the inidividual initiatives are needed and also to be governed properly for the success of the BPM and business.

The all new functionalities like search, cloud, semantic BPM and mash up will also help in governing the speed of BPM developments(Scheer & Klueckmann, 2009). The formation of process culture across the organization through communities also supports the improvement and optimatization of business process and BPM developments. These new functionalities and communities help the BPM customers to easy access of new functions and faster way to stay updated with the field.  

Conclusion

The governance structure gives a framework for mananging BPM development. The integration of the individual process iniitiatives reveals the need for the governance of BPM developments in an organization(Scheer & Klueckmann, 2009). The difficulty in catching up with the latest BPM developments and the preperation of employees to adapt to the process culture is governed through the online BPM communities. The new functionalities and technologies like search, BPM in cloud, Semantic BPM helps to govern the method of getting the functionalities to the BPM customers and BPM providers(Scheer & Klueckmann, 2009). The BPM governance plays important role in accelerating BPM developments and speeding up the new developments out to the customers and getting feedback for the optimization of the business process. 

References

1.      Doebeli, Gaby & Fisher, Ron & Gapp, Rod & Sanzogni, Louis 2011, ‘Using BPM governance to align systems and practice’ Business Process Management Journal, Vol. 17 Iss: 2, pp. 184-202.

2.      Fernandez, Jude & Venkatachalam 2006, ‘BPM Governance’, Infosys Technologies Limited <http://www.scitech.qut.edu.au/documents/industry-community/corporate/21Sep06InfoSysGovernance.pdf>

3.      Korhonen, Janne J. 2007, ‘On the Lookout for Organizational  Effectiveness – Requisite Control Structure in BPM Governance’ viewed 4^th October 2011 < http://www.jannekorhonen.fi/rcs.pdf>

4.      Scheer, A.-W. & Klueckmann, J. 2009, ‘BPM 3.0’, Proceedings of the seventh international conference on Business Project Management, pp 15-27. Available from: Springer.com

5.      Spanyi, Andrew 2008, ‘BPM Governance’, BPMInstitiute.Org, viewed 3^rd october 2011, <http://www.bpminstitute.org/articles/article/article/bpm-governance/news-browse/10.html>

CRM in Banking

Introduction

This short paper analyzes CRM in banking industry based on the literatures available on customer relationship management. The short paper is structured in a way to understand what is CRM? How CRM is important in Banking? What are the benefits, disadvantages, strategy, costs, and impacts of customer relationship management in banking industry? What are the challenges faced by CRM in banking?

What is CRM?

Customer relationship management (CRM) is a co-ordinate approach in business to maintain the relationship between the firm and its customers to satisfy and retain the firm’s customer, in turn helps the firm to exist in business and to attract more customers by giving promotions and more comfort in doing business with the firm (This Little Piggy, 2012).

Some of the common objectives of implementing CRM are to increase the customer service in order to retain them, increasing efficiency of the organization which helps the employees to maximize their skills in understanding their customers, to reduce the cost for running business which in turn increases the profit, and supporting the marketing department to understand the customer needs and make promotions based on the customers’ needs (Das 2012).

CRM in Banking

What is the need for CRM in banking and what is CRM in banking context is discussed in this section. The increased competition in the banking market, reduced customer loyalty, easiness in switching between banks for customers, and changing customer trends lead the banks to find a solution to attract and retain customers to increase their profit. In order to understand, manage, and serve the customer requirements, the role of CRM comes into existence. The CRM helps in delivering the consistent and cost-effective service to their customers, develop products and services aligned to customers, and increase customer loyalty and long term value of the customer (Russ 2006). According to Saravanakumar (2009), CRM is all about maintaining a sustainable competitive advantage by serving existing customers and attracting new customers.

In banking context, CRM is a system which has to deal with a large number of individual retail customers and has the analytical capability to manage the customer retention rates of the bank and to enable them to cross-sell their product effectively (Buttle 2009). The CRM supports bank in executing data mining techniques to understand the customers, and also to identify the prospects for cross-selling their products. The CRM also reveals the best way to communicate and market their cross-selling products to the prospect customers. The banks also want operational CRM to reduce costs by transferring service into contact centers and online (Buttle 2009).  

According to Das (2012), CRM architecture is of three categories, collaborative, operational, and analytical. The collaborative CRM deals with the communication between bank and its clients, the operational CRM automates certain processes in banking, and the analytical CRM analyze the customer information and generates the business intelligence to operate in the competitive banking industry (Das, 2012).

Benefits of CRM

The implementation of CRM in banking sector generates benefits not only to banks but also to the customers.

According to Nelson (2012), the following are the prime benefits of CRM systems for the banks: improvement in customer service, value enabled cross-selling which in turn increase revenue, automation of banking processes, improved communication, better control on quality of customer details and product details, collection of customer data, effective surveys and marketing strategies. The CRM makes bank to focus on its customers to satisfy customer and make profits for the banks with the help of information and analysis tools of CRM. It increases the overall profitability of the bank like better infrastructure, easy training of employees, customer acquisition, retention, and profitability. The CRM increases the customer satisfaction which leads to the customer retentions. CRM helps the bank to achieve the centralization of information which helps the firm to manage and integrate process, people and technology. It helps the banks to understand the customers. CRM enables the bank to segregate the customers into various segments and helps them to customize the service based on various segments.  It helps bank in creating demands through multi-channel and multi-wave campaigns which in turn resulted in aggressive customer acquisition. It provides the bank employees with 360 degree view about their customers, which means the transparent transactions through a single window. This 360 degree view acts as a framework to accelerate the cross-selling of different products to the customers (Bligh 2004, MBA Knowledge Base 2012).  

The CRM increases the operational efficiencies and collaboration by automating the process and business activities which in turn reduces the process time and manual tasks. The multi lingual ability of CRM helps the bank to deal with the customers very easily. It also helped the bank in running campaign management and integrating the information about customers from various channel (Bligh 2004).

The implementation of CRM leads to the building of central repository for all products offered by the bank, pricing of its products, competitive information, internal training material, presentations for sales, templates for proposals and marketing collateral. This repository helps the bank to improve its efficiency. This also improves consistency and transparency in the organization by giving 360 degree view of the organization to all employees. The CRM helps in fast and consistent decision making based on the data in repository and customer understanding aspects of CRM. It helps the organization to manage the leads and opportunities into business through proper follow ups and interactions. The operational inefficiencies can be reduced with the help of CRM. It integrates customer interactions through phone, fax, e-mail, online portals, wireless devices, ATMs, and face to face contacts with bank employees at the operational centers and also connects to relevant internal and external partners. All the above information can be used with business intelligence systems to do predictive analysis (Bligh 2004).

The CRM in banking benefits customers by convenience banking like online banking, ATMs, mobile banking, etc. It helps the customer to give feedback and also helps them to know about more products which are beneficial to them (Bligh 2004).

Disadvantages of CRM

According to wisegreek (2012), one of the disadvantages of CRM is the wrong entry or missing to enter the information of the system may lead to misleading behavior of customers. CRM may change the work culture of the organization. CRM also leads to the frequent switching of customers between different banks. Another disadvantage is the holistic integration of customer details is hard to achieve because of the complex magnanimity of banking industry.

CRM Strategy

The CRM strategy in banking is the direction and scope of the CRM initiatives of the bank over long-term to configure the CRM system in the challenging and competitive market to meet the needs of the market and stakeholders (Johnson 2006). In another way, the core of CRM strategy is the creation of mutual value to customers, employees, and banks itself (Chotani 2010). The aim of the bank in this challenging and competitive market is to attract and retain its customers through appropriate and personalized customer service. Based on the aforementioned aim, banks have the following three CRM strategies; acquiring, enhancing, and retaining the customers of the banks (Ramkelawon 2010).   In acquiring strategy, CRM is used to make differentiation, innovation, and convenience in banking experience which may lead the banks to attract new customers. In retaining strategy, the role of CRM is to retain the existing and new customers by listening to their needs and innovating new products that create a value to their customers. In enhancing strategy, the role of CRM is to bundle the offers accurately, reduce cost, and improve customer service (Ramkelawon 2010).

The basic strategy of CRM is the adoption of customer-centric organizational approach where the customers are separated into different segments, and each segment is tailored using certain behaviors and patterns, and with the coordination of banks various department improve the customer service and effectiveness (Bligh 2004). According to Ramkelawon (2010), the marketing environment is changing from mass marketing to target marketing and in the future it move towards individual or personalized marketing.

Impacts of CRM

Some of the visible impacts of the CRM on banking industries are discussed in this section. The impact of CRM on banks is positive and takes long time to value the impact. At the moment, the impact is very wide in the organization. The CRM has changed the view, process, and techniques of banking industry. But some studies say that the CRM has a negative impact on cost efficiency of banks. Based on the study done by Kumar (2009) on U.S, Commercial Bank Industry reveals that CRM implementation has a decline in cost efficiency, but at the same time it has a positive impact in profit efficiency. As an impact of CRM implementation, bank understands the dual value creation which is creating value for them by creating value for their customers. One of the greatest impact of CRM in banking is the realization of effectiveness impact rather that efficiency impact, which means effectiveness of banks service is increased with high cost (Kumar 2009).

The customer portfolio management (CPM) is an impact to banking business. As part of CPM, banks segmented markets, costing done based on activities, estimated the life time value of customers, and data mined to realize the strategically significant customers. Another main impact is on the customer relationship management and customer experience. The CRM creates a single window product details which enabled the employees to perform efficiently. It increases the speed of transaction and solving the customer queries. As an impact of operational CRM, the banks sales-force, marketing, and services are automated. Because of operational CRM, the cost of operation is reduced with extended service hours which means customers can perform transactions at home through online instead of going to bank without interacting with bank employees. It helps the sales-force to offer the appropriate products to appropriate customers without any complicated procedures.

Costs of CRM  

The cost of CRM plays an important role in the success of CRM implementation and its effective use. According to Lombardo (2012), improper funding is one of the reasons for the failure of CRM. Lombardo (2012) breakdowns cost into hardware, software, customization, training, and support. Gartner (2004) classifies the cost of CRM into the following categories: software licenses, software maintenances, hardware, telecommunications, system integrators, software vendor professional services, internal staff, and others.

Challenges

The banks are looking forward to maximizing profit and mitigating risk along with its social responsibility. At present the banking market is a wide open, highly competitive and low growth environment. One of the main challenges is to focus the products from segmented customer base to accurate customer –focused product bundling and pricing (Fst 2012). Another challenge is the shifting customer trends, where the banks are required to change products, process, and channels to attract customers (Fst 2012).

The next challenge faced by CRM is the banks demand for automated, self-service transactions through internet, smart phones, and other latest communication technologies together with customer interactions at all the customer touch points (Fst 2012). Advanced and robust technology is the other one for meeting all the real-time offer management and business communications to attain competitive advantage (Fst 2012). Another challenge is to integrate call centre with bank’s other communication hub to get the specialist’s advise who knows more about cross-sell and up-sell the bank’s products. The other challenge is to make the information centralized, accurate, and accessible real-time by all the employees of the bank (Fst 2012).

Conclusion

This short paper defines what CRM is and what its role in banking industry is. The paper provides lights into the benefits to customers and banks itself with the implementation of CRM. The paper mentions some of the challenges faced by CRM in banking to meet the demands of the competitive and changing world. It also glances through the disadvantages, strategy, costs, and impacts of customer relationship management in banking industry.

Bibliography

Bligh, Philip & Turk, Douglas 2004, CRM Unplugged: Releasing CRM’s Strategic Value, John wiley & sons Inc.

Buttle, Francis 2009, Customer Relationship Management Concepts and Technologies second edition, Butterworth-Heinemann Publications, Sydney.

Chothani, Y. Pritesh &Siva, Arjun & Narayan, Lochan 2010, CRM in banking industry, Cool Avenues.com, viewed 2^nd May 2012, < http://www.coolavenues.com/mba-journal/marketing/crm-banking-industry?page=0,2>

Das, Rahul 2012, Customer Relationship Management in Banks, Scribd.com, viewed 17th April 2012 <http://www.scribd.com/doc/89081445/10/BENEFITS-OF-CRM-TO-BANKS>

Fst 2012, Meeting tomorrow’s CRM challenges in retail banking, fsteurope.com, viewed 5th May 2012, <http://www.fsteurope.com/article/Meeting-tomorrows-CRM-challenges-in-retail-banking/>

Gartner 2004, Justifying CRM Costs and Boosting Return on Investment, Strategic Planning Series.

Johnson, Gerry & Scholes, Kevan 2006, Exploring Corporate Strategy: Text and Cases, sixth edition, Financial Times/Printice Hall.

Krasnikov, Alexander, Jayachandran, Satish, & Kumar,V 2009, The impact of Customer Relationship Management Implementation on Cost and Profit Efficiencies: Evidence from the U.S. Commercial Banking Industry. Journal of Marketing, Viewed 24th April 2012 , <http://www.marketingpower.com/AboutAMA/Pages/AMA%20Publications/AMA%20Journals/Journal%20of%20Marketing/TOCs/SUM_2009.6/Impact_of_Customer_Relationship.aspx>

Lombardo, Russ 2012, The costs of implementing CRM Solutions, Peak Sales Consulting, viewed 2^nd May 2012, < http://www.peaksalesconsulting.com/Costs_Crm_Article2.htm>

MBA Knowledge Base 2012, Need of Customer Relationship Management (CRM) in Banks, MBA Knowledge Base, < http://www.mbaknol.com/business-finance/need-of-customer-relationship-management-crm-in-banks/>

Nelson, Herbet 2012, Maximize Profits with CRM solutions for the banking industry, Ezine articles, viewed 5^th May 2012, < http://ezinearticles.com/?Maximize-Profits-With-CRM-Solutions-For-The-Banking-Industry&id=7035627>

Ramkelawon, Bhisham 2010, Customer Relationship Management as an Integrated Approach in the Banking sector, International Research Symposium in service management, viewed 2^nd May 2012, <http://www.uom.ac.mu/sites/irssm/papers/Ramkelawon%20~%2053.pdf>

Russ, Pat 2006, Customer Relationship Management in Retail Banking, eds.com, viewed 5th May 2012, <http://www.izdihar-iraq.com/resources/bankingconf07/bankconf_pdfs/ref_bo-ses1_cust_relationship_mgmt_bkg.pdf>

Saravankumar, S. 2009, CRM in banking, Articlesbase, viewed 28^th April 2012, < http://www.articlesbase.com/banking-articles/crm-in-banking-1302680.html>

This little Piggy 2012, what is CRM? viewed 17th April 2012, <http://www.thislittlepiggy.co.uk/crm_definition.htm>

WiseGREEk 2012, What are the disadvantages of Customer Relationship Management? Viewed 24th April 2012, <http://www.wisegeek.com/what-are-the-disadvantages-of-customer-relationship-management.htm>