Customer Process Management: A Systematic Literature Review

Abstract

Customer Process Management (CPM) is not a new term. This phrase has been emerged in academic article since 1999. The CPM expression has received increasing attention from researcher, consultants, practitioner from technology and application firms. The consultants and practitioners introduced customer process management software during 2003-2008 since most Customer Relationship Management (CRM) initiatives failed. The following years, CPM attracted less attention from academics as well as practitioners, until Prof. Michael Rosemann in 2014, a Business Process Management (BPM) leading expert, called for new BPM research directions. One of his suggestions was to conduct research in CPM, which will complement the dominating current view of BPM. To the best of our knowledge, there is no literature review article to examine CPM. Therefore, the research question of this paper: What is the current state-of-the-art research on CPM in academic literature? This research questions will be breakdown into two research objectives. First, present an overview of existing academic literature on CPM. Second, develop potential topics for future research in this field. The results of this study show that there are many opportunities to conduct research in this area.

Perbaikan Proses Bisnis pada Bidang Remuneration Biro Sumber Daya Manusia (Studi Kasus: PT. XYZ)

“…Berdasarkan Bagaskara dkk. (2019); Surbakti (2015), evaluasi Value Added Assessment (VAA) dapat dibagi menjadi 3 kategori, yakni real value added (RVA) yang dapat diartikan sebagai aktivitas atau proses dalam proses bisnis yang memberikan nilai tambah langsung kepada pengguna, business value added (BVA) yang dapat diartikan sebagai aktivitas atau proses yang diperlukan oleh bisnis atau sistem namun tidak memberikan nilai tambah bagi penggunanya, dan non-value added (NVA) yang dapat diartikan sebagai aktivitas atau proses dalam proses bisnis yang dapat dihapus atau dieliminasi tanpa menurunkan fungsi dari suatu proses bisnis. Setelah melakukan evaluasi proses bisnis remuneration pada BSDM PT.…”

Developing a Structured Approach to Converging Business Process Management and Customer Experience Management Initiatives

“…However, there are still a number of problems that lead to BPM and Customer eXperience Management (CXM) initiatives not being aligned in practice, for example [11]: BPM is too oriented on cost reduction and efficiency improvements while ignoring customer interactions; Customer Journey Mapping (CJM) as a part of CXM initiatives is too oriented on customer interactions while ignoring the internal processes of the organization; connections between customer journeys and business processes are not well identified; customer journey maps are not standardized; functional silos are not cooperating well; and the key performance indicators (KPIs) between departments are misaligned. One of the reasons for this misalignment is a lack of a model or a structure for integrated modeling and analyzing of internal business processes and customer experiences external to the organization [12][13][14][15], a topic that this paper addresses directly. The concept of BPM-CXM convergence has been presented earlier (in [16]) while this paper develops it further and presents the results of its evaluation by experts.…”