For the order to be completed, it has to go through the approval of 5 different general managers. This allows your support team to attend to tickets that are less-known.Īpproval Management – Let’s say you’re working in procurement & are ordering the new machinery. You can just create an automatic response to any message that has “LinkedIn” mentioned, saying that it’s a known issue and will soon be solved. ![]() For example, if your software has problems with users logging in through LinkedIn, and that’s 90% of customer tickets. While the software tends to differ in functionality, most of them allow you to automate responses to customers. While that’s a bit of a broad definition (making software do a thing), here are some specific examples of how BPA can work…Ĭustomer Support – If you own any kind of website, you probably have some sort of customer support software set up. Meaning, instead of having your employees to menial & simple tasks, you just let the software take care of it. What is Business Process Automation (BPA)?īPA is a means of automating recurring business processes through the use of software & different app integrations. ![]() To give you a better idea of how business process automation works, we’ll get into more detail on what it is, what your business can gain from it, and how to implement it in your organization. While IA focuses on automating physical human labor (assembling products, for example), BPA means automating processes and workflows (document approval process, employee onboarding process, etc.). That’s Industrial Automation, however, and is completely different from BPA. When you hear the words “ automation,” the first thing that comes to your mind are robots building cars (and stealing your jobs). Estimating and scoring buying friction, I believe has the potential to be just that - a simple solution that gets the job done.Business process automation (BPA) is the automation of business processes through technology, allowing businesses to cut costs and increase productivity. But the beauty and power often is in the simple things. Now, I’m not saying that scoring buying friction would be a silver bullet or a perfect model of any kind. If you belong the majority of companies with shiny sales and marketing stack still saying their customer experience is disjointed because of struggles in utilizing the potential the technology promised, I would challenge you to think if doing more of the same will deliver the results? ![]() This alone can help to see if the actions taken add real value. The total score of the above answers represents the estimated total buying friction. How effortlessly buyer personas of our potential and existing customers find all the relevant information that they would need during their customer journey in our digital channels?Īre we servicing the buyer personas of our existing and potential buyers in at least seven channels, and based on data how much of the channel’s potential are we utilizing in producing a seamless customer experience? How automatically can we enrich customer data with other data sources, for example with product data, and utilize them combined in targeting and timing our marketing and sales? How well are we utilizing the customer data, for example buying history, in targeting and timing our marketing and sales and are we able to automize that? I think that most of the hidden root causes could be revealed by only asking these five questions:īased on data, how well we reach the right amount of existing and potential customers and their buyer personas with relevant messages in relevant channels? This is why I think that scoring the amount of buying friction in the sales process adds value. It could and should have been caught and solved much earlier.ĭata could show where friction occurs, but it might not reveal why it happens. In my opinion, trying to reverse track the root cause at this stage is not only difficult but a total waste. They’ve then grown to a level of “too high sales costs” or “sales performance issues”. That’s how in my experience the problems accumulate and eventually reach the CSO’s table. You see, if we only focus on improving the situation, there’s a risk that we don’t see what causes the friction to occur in the first place. How can we estimate what are the most urgent bottlenecks to solve? In which specific parts of the journey friction exists and how? What is the root cause of buying friction occurring in the customer journey? But the question is what did we actually solve? Before starting focusing on the solution, what if we would have asked and answered questions like: When actioning on suggestions like these, it’s quite likely that we can improve the situation. Improve your store’s structure by simplifying your navigation ![]() For many, it’s probably understandable what Amazon means with their suggestions for reducing buying friction:
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