1. 1
DDB’s belief is today’s consumer marketing models calls for going Beyond Integration to
Planning and Executing the most creative Brand Experiences

7. A statistical analysis of Customer Satisfaction data encompassing the findings of over 20,000 customer surveys conducted in 40 countries
by InfoQuest produced some very telling results.
The conclusions of the study were: -
A Totally Satisfied Customer contributes 2.6 times as much revenue to a company as a Somewhat Satisfied Customer (Studies have
consistently shown that a "Totally Satisfied" customer is as much as ten times more likely to buy again than a customer who is merely
"Somewhat Satisfied.“).
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8. A Totally Satisfied Customer contributes 14 times as much revenue as a Somewhat Dissatisfied Customer.
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9. A Totally Dissatisfied Customer decreases revenue at a rate equal to 1.8 times what a Totally Satisfied Customer contributes to a
business.
"A mere five percent reduction in customer defections increases company profits by 25 percent to 85 percent."
Research by Fredereich F. Reichheld and W. Earl Sasser at Harvard University.
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10. Whether environmentally determined or defined by service providers, the onus remains on
the service provider to set and adhere to certain standards of service provision, such that the
customers are assured of consistent attainment of those standards.
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11. Whether environmentally determined or defined by service providers, the onus remains on
the service provider to set and adhere to certain standards of service provision, such that the
customers are assured of consistent attainment of those standards.
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13. 1.1 What is a Process?
A process is best described as a sequence of structured or semi-structured tasks performed
in series or in parallel by two or more individuals or applications to reach a common
goal.
An organization – any organization is a collection of processes. These processes are the
natural business activities you perform that produce value, serve customers and generate
income. As a result, managing these processes is the key to the success of all
organizations.
Where these processes are unstructured, non standardized or otherwise ad hoc, business
performance is threatened by inconsistency in outputs, as well as reduced efficiency and
effectiveness.
One of the major objectives of process mapping is to ensure that business processes
support strategic and/or business objectives. However, processes may be mapped purely for
the purposes of identification and documentation.
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14. 1.2 The Traditional View of Processes
In most business circumstances, operations are structured around functional silos (HR,
Admin. ERP, IT, etc), such that processes are discordant and subject to knowledge gaps,
bottlenecks and data loss. These issues arise due to the disconnection between process
functions and result in the inability to manage these processes on an end-to-end basis.
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15. 1.3 The Process-Centric View of Processes
A process-centric approach to operations, as facilitated by BPM, bridges the gaps and
eliminates bottlenecks and data loss that would ordinarily occur between silos. The
organization is thus provided with an end-to-end or need-to-delivery control over process
execution.
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16. 1.4 The Role of Process Mapping
An organization striving to manage its business processes, would have to carry out the
following activities;
•Process Documentation
•Process Analysis
•Process Optimization/Improvement (Using various methodologies including BPMA, Lean,
Six Sigma, etc)
•Process Performance Monitoring & Control (Using BPM Solutions for automation, business
activity monitoring and performance measurement)
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17. 1.5 Benefits of Process Mapping
1. Process standardization and transparency: processes are clearly defined and repeatable.
2. Knowledge transfer: process documentation serves to take knowledge that is “in people’s
heads” and make it accessible to everyone in the organization.
3. Process amenability to analysis and improvement: documented processes provide the
platform for process analysis and improvement.
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18. 1.5 Benefits of Process Mapping
1. Process standardization and transparency: processes are clearly defined and repeatable.
2. Knowledge transfer: process documentation serves to take knowledge that is “in people’s
heads” and make it accessible to everyone in the organization.
3. Process amenability to analysis and improvement: documented processes provide the
platform for process analysis and improvement.
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19. 1.5 Benefits of Process Mapping
1. Process standardization and transparency: processes are clearly defined and repeatable.
2. Knowledge transfer: process documentation serves to take knowledge that is “in people’s
heads” and make it accessible to everyone in the organization.
3. Process amenability to analysis and improvement: documented processes provide the
platform for process analysis and improvement.
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20. 1.5 Benefits of Process Mapping
1. Process standardization and transparency: processes are clearly defined and repeatable.
2. Knowledge transfer: process documentation serves to take knowledge that is “in people’s
heads” and make it accessible to everyone in the organization.
3. Process amenability to analysis and improvement: documented processes provide the
platform for process analysis and improvement.
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21. 1.5 Benefits of Process Mapping
1. Process standardization and transparency: processes are clearly defined and repeatable.
2. Knowledge transfer: process documentation serves to take knowledge that is “in people’s
heads” and make it accessible to everyone in the organization.
3. Process amenability to analysis and improvement: documented processes provide the
platform for process analysis and improvement.
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