CEM (Customer Experience Management) focuses on managing the customer experience from the customer's perspective, taking a more holistic view than CRM. Key drivers for CEM include market maturity, economic trends, new technologies, and changes in customer behavior and preferences. Implementing an effective CEM program requires coordination across the organization and can follow the CMMI maturity framework with focus on people, processes, systems, and governance. CEM builds upon CRM processes and aims to improve customer satisfaction by understanding what is important to customers.

1. Business Process as A Service And
Customer Experience Management
Ardhita Banu Adji
1201120493
CEM (Customer Experience Management)

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. 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. 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. 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. 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. 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

9. 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

11. 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

12. • 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

13. Bpaas Benefit model

14. 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

15. 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.

16. CRM
AND
CEM

17. 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

18. 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

19. • 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

20. How to differ CEM and CRM?

21. 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

22. Key drivers for implementing CEM
programs

23. 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

24. Capability Maturity Model Integration
(CMMI)

25. 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

26. 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.

27. 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