There’s a little known business proverb, actually it’s little known because I’ve just made it up. It says that in business it’s easier to urinate out of the window of a moving train than it is to urinate in. This is why businesses acquire or partner with other businesses rather than start up new lines of business or try and catch up themselves.
Social networks are throwing the rule book, of how businesses engage with customers and with themselves, out the window. BPM and CRM applications are right in the middle of this change with their responsibility for both customer and business processes. As a result many BPM and CRM applications are starting to add social capabilities, rebranding themselves as social BPM or social CRM platforms. But is adding social capabilities to CRM and BPM applications a sensible approach? Is this approach the business equivalent of trying to urinate into a speeding train?
In a previous post I suggested that successful enterprise social solutions will require a cultural change within an organisation. Successful social adoption must be enterprise led rather than by individual departments. Businesses must have a strategy for social adoption rather than acquire social capabilities via the back door through their BPM and CRM suites.
Not all employees will have access to the BPM or CRM application. Where is the value in a social BPM or social CRM application only accessible by a fraction of the organisation? If an enterprise social network is to be successful it needs to have enterprise wide reach, it must reach everyone the process can reach.
BPM and CRM applications should integrate with social applications rather than embed or mimic or social capabilities within their suites. BPM applications already orchestrate ECM, CRM and legacy applications so why would social applications be treated differently? Why not integrate with the best of breed enterprise and public social networks instead of developing in house?
The social train has left the station, the best BPM and CRM applications can do is try and get on at the next station. Choo! Choo!
1. CRM is Business Focused
The customer relationship has three stakeholders, the Customer, the Organization and the Employee. CRM however has an business centric view of the customer relationship delivering tactical benefits to the organization in the form of better management of sales processes and customer information. CRM views customers in an abstract way identifying customers as a lead, a deal or an incident (link) but not as an individual. When combined with CRM, Case Management applications allow organisations to meet the needs of all three stakeholders; the employee through increased empowerment, the business through reduced costs in handling both predictable and unpredictable processes and the customer through and improved case handling by service representatives and better personal data integration.
2. Customers Are Unpredictable
CRM applications assume that customers are predictable and that customer centric business processes are linear and can be delivered using straight through processing (STP). Customers are unpredictable (thankfully). When it comes to customer processes CRM attempts to shoehorn customers into a fixed script driven processes that are inadequate when an unpredictable customer request is received. Customer processes must be able to handle exceptions and unpredictable requests. CRM is fine for handling low to medium volume, predictable customer requests but unlike Case Management CRM doesn’t handle the unpredictable.
3. Employees Must Be Empowered
Successful customer service organizations empower their employees. Customer service organisations can empower representatives by providing them with a 360 view of their customer e.g. purchase history, account/issue status, preferences, lifetime value, upsell opportunities etc. in order to make the right decision on behalf of the customer and the organization. Empowerment also means allowing employees to choose alternative paths towards handling customer issues maximizing the opportunity for resolving customer enquiries at the first point of contact. Case Management empowers employees, allowing them to choose alternate process steps for resolving customer issues and supports their decision making by integrating multiple data sources (CRM, ECM, ERP etc.) and presenting data context at the right place and at the right time in the process.
Just like when Homer designed a new car for his brother that included shag carpeting, three horns and bubble domes, BPM and CRM applications are in danger of trying to become all things to all men.