More and more companies rely on innovation as a central factor to successful business outcomes and the only reason to invest in its future. In today’s slow growth market, tougher global competition and commoditization, pursuing innovations more often is the only way to keep customers happy and their competitors at bay. One type of innovation that has been very instrumental to many businesses is through the use of technology – let’s call it technology innovation.
Others might think that technology innovation means always having the latest and greatest systems available in the market, or having the fastest computers and networks. This is a myopic view of technology innovation. Most large companies have now implemented a digitized platform using well-established ERP software, like SAP and Oracle. Further developments of those ERP platforms are available to those who have them as foundation systems. If those companies are in the same industry, there is a big chance that they will pursue the same business processes and best practices in order to offer similar product and services to the same group of customers. How do companies then differentiate?
The reality is that, it is no longer true that simply having the right digitized platform is a determinant of sustained success. It is how you use technology to transform your business capabilities in a fast and agile manner that gives companies competitive advantage. Success on these technology innovation initiatives relies on a person who has both technology and business knowledge to navigate and orchestrate shaping and execution of innovative technology and business ideas. Those individuals that fuel the cycle of technology innovations in the enterprise now have a name – Business Relationship Managers (BRMs). Companies’ focus on innovation has given momentum to the growing emergence of the BRM role and discipline. According to BRMI, Business Relationship Management (what BRMs do) is about “stimulating, surfacing and shaping business demand for a provider’s products and services, ensuring that the potential business value from those products and services is captured, optimized and communicated.”
Peter Lijnse, an IT management consultant, wrote the following in his blog entitled BRM is about innovation.
“IT Service Management people are often good at stating, ‘We need to talk to the business.’ But very few understand the business they work for.”
This is so true. One essential competency of a BRM is business IQ and that’s assuming the BRM is already a technology expert. Many BRMs tend to come from a supply organization, and therefore, they have IT background, but it is not always the case.
Innovation is relevant only when it creates value to the customer, hence the importance of customer insights as input to the innovation process. Another common misconception about innovation is that it means new things – new platform, new functionally, etc. Not all the time. Innovation can be about new business value, not necessarily new things. Hence, it is the important for BRMs to understand the business to which they provide services. BRMs are key facilitators of technology innovation and they fuel faster innovation cycles and better business outcomes.
I am delighted to share this article I co-authored with Ibrahim Jackson about the Art of Business Relationship Management. This was published today in the Shared Services and Outsourcing Network Website.
Here is an excerpt of the article:
For many years, IT organizations responsible for deploying technology systems to enable enterprise processes have had one goal in mind – namely, to assure business-IT alignment. Today, however, as IT capabilities become more and more embedded in business capabilities, and given the pace of technological change and the pervasive nature of IT, alignment is no longer sufficient. The goal today, therefore, is “convergence”. This has given momentum to the growing emergence of the Business Relationship Management (BRM) role, which, according to the Business Relationship Management Institute (BRMI), is about “stimulating, surfacing and shaping business demand for a provider’s products and services, ensuring that the potential business value from those products and services is captured, optimized and communicated.”
Let’s examine Business Relationship Management from two perspectives: the functional and the organizational role. The BRM function provides the framework for how the IT organization interacts with peer business functions and departments. The BRM role is made up of an elite leader or group of technology managers that assume accountability for all technology solutions and services end-to-end – whether for a business area, brand, region, channel or division, depending on organizational design and technology capabilities. This role can be facilitated by an existing Chief Information Officer (CIO) in smaller, less complex organizations. For large enterprises, you may see multiple levels of BRM — BRM Lead, BRM Manager or BRM Analyst. Each role may vary in responsibility and all are accountable for the strategic alignment with the enterprise or organization.
BRMs, on a day-to-day basis, deal with technology, people and relationships. As such, Business Relationship Management is more an art than a science, expressing the “art” via application of knowledge, interpersonal skills and creativity. How a BRM best connects to his or her business partners varies, based on the BRM, their client, the business scenario, level of previous engagement and the rapport established with each relationship. Trust through confidence is the secret to success.
BRM Processes and Frameworks should be characterized by flexibility and a high variability of actions performed within the underlying processes. Within the BRM function, there is an inherent value to that variability. The nature of relationship management is fluid, dynamic, genuine and human.
Dr. Aleksandr Zhuk, Co-Founder of the BRM Institute, sums it up: “No one has ever defined a process framework that assures success in relationships. Think of marriage.”
You can read the full article by following this link: http://www.ssonetwork.com/business-partnering-customer-service/articles/the-art-of-business-relationship-management-shapin/
Business Relationship Management Frameworks – BRM Organizational Pyramid and BRM Process Groups and Competencies
I joined the professional group Business Relationship Management Institute in April this year. My friend, Vaughan Merlyn, is one of the Institute’s founders. Vaughan and I share a common interest. We are both active in the blogosphere and we write about IT, processes and technology management. Last month, within the BRMI collaboration space, I shared the BRM Process and Competencies Framework which I created. I got a note from Vaughan today that he will use it in his upcoming BRM Professional training. The framework has been a hit since I posted it in the BRMI collaboration space. I received notes that private and public organizations are already using it in their workshops. I am delighted about this and I would like to share this framework with all the readers of this blog as well.
Business Relationship Management Defined
Before I share the framework, let me first give you a background about Business Relationship Management as a role and competency. According to BRMI:
“Business Relationship Management is both an organizational role and a competency–one that can be held by business and service provider professionals whether or not they are assigned to a Business Relationship Management role. The concept of Business Relationship Management (BRM) is related to and employs the techniques and disciplines of Customer Relationship Management (CRM) that focuses on all aspects of interaction an organization has with its customer. However, while CRM most often refers to a company’s external customers, the BRM typically deals with a company’s internal customers or an internal provider’s products and/or services. The BRM is a crucial role that bridges a service provider and the business that depends upon that provider’s services. The most common BRM represents an Information Technology (IT) organization, but BRMs can also serve Human Resources, Finance, Legal, Facilities and other shared services functions.”
BRM Framework – Competencies and Processes
The BRM competencies published by the BRM Institute inspired me to work on a framework that lays out the processes that are important to the operative function of the BRM role. The purpose of this framework is to identify the processes performed by the BRM role while matching them with the needed competencies.
I started by identifying the processes that are performed by the BRM role in the organization. The process groups are: (1) Aligning (2) Consulting (3) Enabling (4) Servicing & (5) Evolving.
Next, I identified the sub-processes or activities in BRM that are associated with the core processes identified. I must say, since my background and experience has been in Information Technology, this framework is defined based on this field.
BRM Organizational Pyramid
I thought that the Process and Competencies Framework was effective in laying out processes that are important to the operative function of the BRM role but did not clarify the overall context of the role from the perspective of the business. It only focuses on conveying the actions performed by the role and the needed competencies. So, I came up with the organizational pyramid.
The BRM Organizational Pyramid is the overview of the BRM Process-Competencies Framework. This framework will help:
- To have a context diagram showing the foundational relationship of the BRM processes all the way to the business strategy. I chose the pyramid structure to convey the interconnectedness of the foundation activities with the over-arching business objective.
- To highlight other support elements that help enable the BRM function. The previous framework mapped the processes with the competencies. I reckon that there are other support elements that are equally essential for the BRM in the performance of its role, such as: organization, knowledge base, methodologies, and tools/ systems.
- To show the hierarchical relationship from top (strategy) to bottom (processes). Before you perform the BRM role you start with strategic partnership, by aligning the role with the business strategy. The next level shows the structure of the partnership in a form of a business service partnership agreement and corresponding key performance indicators.
The aim of the pyramid is to clearly show the relationship of the five process groups to the Business Value Alignment (strategy), and then to the Business Service Partnership (structure) that defines the manner in which BRM is expected to be performed within set performance parameters. The support layer represents the enablers of the role– much of these are what the BRM Institute provide to its members.
I hope you find both these frameworks useful in creating, developing and improving a BRM function in your organization. If you wish to access more materials and collaborate with other BRMs, the BRM Institute is the right professional group for you.
I don’t know if it’s just a coincidence but it was the first time we flew Continental, under United name and we had a bad overall customer experience.
I have been a loyal customer of Continental Airlines for many years now. My family and I use it for all our vacation and business travels. Although I could find other airlines offering more competitive air fares, I would still choose Continental. I have always found comfort and satisfaction flying Continental. The merger of United Airlines and Continental was announced in 2010. This union formed the largest airline in the nation, under the name United. I still patronized Continental during the post merger transition. I was remarkably surprised that they had maintained the consistency of their service level. I continued to be a very happy customer.
Last week, my family traveled to California for vacation. Of course, we chose to travel Continental. This time, the name on the plane was noticeably changed to United. Also, it said “Premier Access” on my boarding pass instead of the usual “Elite Access”. I expected our flying experience to be the same or better. A merger of two companies usually means the best practices of both established firms are retained. The outcome is usually the best of both companies.
I was wrong…
I flew back to Houston from Ontario, California last Monday. My wife and our twin infant boys were travelling with me. As can be expected when travelling with two infants, we had a bulky stroller with lots of baby stuff (formula, diapers, the works) in preparation for the three-hour flight.
What would you expect when boarding a plane with kids or infants? My expectation is to have a bit of consideration — maybe priority boarding. I understand that first class goes first (they paid for it), then military and passengers needing assistance — typically those in wheelchairs. But aren’t people with strollers and infant children also in need of assistance?
We were in boarding group 5. I don’t know if it was just me or because of the experience, but I feel bad about the number tag on priority boarding. This was printed prominently on the boarding pass. So groups 1 to 4 board before us. Usually, it does not matter to me if I were to board last; but since I am travelling with my twin babies, it certainly mattered now. I want them to be comfortable. So it became more personal.
More than half of the passengers were already boarded and we were still waiting for our group 5 to be called. My wife went to ask the gate service attendant because normally, in any flight (and not just with Continental), the people with infants were among the first to be boarded. But she got an unfriendly response and told to just get out of the way and wait for our group to be called. During our actual boarding, I asked the same attendant and got the same rude response.
I don’t know if it’s just a coincidence but it was the first time we flew Continental, under United name and we had a bad overall customer experience.
Here is another…
Arriving in Houston, we got our baggage and were surprised to see that one of our bags had a broken handle. The handle was destroyed in such a way that you could no longer use the luggage. It was a relatively new bag that we bought last January. It was only the second time that we used it.
We went to the United Baggage Service office in the airport. We were attended to and were given a reference number and a claim number. We were given a contact number and instructed to call it for follow-up and further assistance.
My wife called the number later, only to be referred to another office. That office asked her to call the United office at the airport instead but could not give her the contact information. On Monday, after we got home from the airport, she had received an email from the claim case that was filed and on it was contact information. She called that number and was told that the case was closed and she should call the United office at the airport if she had questions. At this point, my wife had to use a search engine to find another contact number for the Baggage Service office of United Airlines and get a clearer response to the status of our bag damage claim. She had to talk to several people and was passed on to several offices giving her conflicting information about the case. They damaged our bag and we had to go through all these just to get an answer that the claim is still in process. So far no resolution to it yet!
As you can imagine, this was such a frustrating experience for us flying United. The front-office customer experience was already bad and the after flight back-office service was just as bad!
One of the most difficult problems organizations face today is silo mentality. This is when an organization’s culture dictates non-sharing of knowledge and information between departments or groups. Imaginary walls hinder departments from working together for a shared purpose. There is a certain level of distrust that exists between departments that hamper cooperation. Silo mentality reduces efficiency and can be a contributing factor to a failing corporate culture.
Internal Customer Service Breaks Silos
Silo mentality is a big NO for IT organizations. In fact, IT needs to be the exact opposite – ingrain a culture centered on the internal customer concept. What everyone in a company does can be reduced to one of two functions: “to serve the customer or someone who does” (W. Edwards Deming). IT organizations in firms rarely serve external customers directly; it means that most IT people only work to serve internal customers. If IT is unwilling or unable to satisfy their internal customers, the organization has very little chance to achieve value creating activities. Take pride in helping your internal customers; enjoy your role in sharing information, enabling processes and providing services that help others get their jobs done.
Photo courtesy of Rawich
Read full article in Associated Content: Five Ways to Improve Your Customer Service Center
Gain Customer Loyalty by Improving Customer Services
Connecting to current and potential customers is one of the biggest challenges facing businesses today. Significant resources are invested in creating and improving customer experiences. Even at this time of economic uncertainties, it’s hard to find a business that is not actively pursuing customer service improvements. The competition is stronger than ever as the economy begins to show signs of recovery. Initiatives related to customer relationship management are embraced by many companies as a critical component of their overall business strategy. Organizations continue to spend heavily on CRM — $11 billion annually starting 2010 according to Forrester. But how do you improve your customer service center besides investing in CRM applications and tools? Here are five ways:
1. Understand your Purpose and Establish a Clear Mission Statement
2. Set the Right Expectations and Be Consistent in Your Service Delivery
3. Develop Your Service Offer
4. Have a Culture of Continuous Improvement
5. Foster a “Customer First” Attitude and Strengthen Your Back-office Support Groups
Can you remember your most bizarre customer experience ever? Let me tell you mine. It just happened today! There are lessons to be learned in all experiences — even the most bizarre one. After reading this, I encourage you to write your comments or share your own customer service story.
I went to a Pep Boys car service center for routine service maintenance today. I parked my car outside and immediately proceeded to the service counter. When I walked in, there was only one service staff member at the counter and he was busy assisting another customer. So I waited in line. Soon after, he greeted me warmly and told me that he’ll attend to me shortly. As a customer waiting in the line, it feels good to be acknowledged. After a couple minutes, it was my turn. I told the service staff member that I was there for routine periodic maintenance. He asked me for pertinent information about my car, the mileage and went on to suggest maintenance work recommended for my car. He provided me with valuable information to help me decide on a service option. After that, we chose a service package. I didn’t have to spend time giving other additional information; they’ve got my data in the system from my previous visits.
Aside from taking my car for maintenance, I had another motive for going to Pep Boys today. I needed copies of my previous maintenance service documents. My car dealer, where I purchased my car a few years ago, needs proof of periodic car maintenance for a service warranty issue. So I asked the Pep Boys service member for my maintenance records in the last two and a half years. I was impressed on how he was able to quickly pull up information and print records. He even explained to me – one by one — the types of maintenance service my car has gone through. I thought it was really impressive service—above and beyond expectations. It was so much better than I thought it would be. I was a happy customer.
At the end of that initial interaction, the service member told me that my car will be ready in 45 minutes. I normally ask how much time it would take, but this time the service staff beat me to it. He gave the promise promptly and so I told him I will come back in 45 minutes.
When I left the service center, I was their happiest customer. I walked to the nearby Dunkin Donuts store to get myself some breakfast. I was so overjoyed with the customer experience that I even bought a dozen donuts for the service staff member who assisted me and for the other service crew working at Pep Boys. I thought it was the least that I can do to express my appreciation for the excellent service they provide their customers. If I can’t give monetary tips—for sure a dozen of donuts will express my gratitude.
While waiting at Dunkin Donuts, I wrote a tweet on my Blackberry that I intended to send shortly after I leave Pep Boys. I was tempted to send the tweet right away, but decided at the last moment to save it as a draft and wait. The draft tweet went like this:
“Today I bought a dozen Dunkin Donuts as a gesture of appreciation for the Pep Boys staff and service crew for their excellent customer service.” (Tweet that I never got to send)
I ended up staying an hour and a half at Dunkin Donuts as I enjoyed my cup of coffee and worked on my book. I got so preoccupied with writing that I lost track of time. I only realized that more than an hour had passed when my wife called me. She was at her baby shower, was packing up and ready to go. She told me that I could pick her up as soon as I was ready. Because I was so sure that my car was ready and waiting for me at Pep Boys, I told her I will pick her up shortly. It was almost two hours since I left Pep Boys and I was promised the car would be ready in 45 minutes.
I walked back with my dozen donuts and looked forward to giving it to the staff and service crew as a token of gratitude. Opportunities to affirm service personnel for their excellent service always make me happy. I always look forward to opportunities where I can affirm people for excellent work that they do. Upon entering Pep Boys, I noticed my car was parked just outside the store, so I was assured that the service was finished and the car had been waiting for pick up all this time. So I walked to the counter where two service personnel were talking. They were not assisting anyone but I thought they were discussing something work-related. Unlike earlier that morning, no one acknowledged or greeted me. I thought it was a big difference from that morning’s experience.
I just continued standing by the counter and observing the personnel carry on their conversation, with my dozen donuts now on top of the counter. I didn’t say a word. After a couple of minutes, I saw the same service staff member who assisted me earlier. He walked past me and went back outside. He didn’t acknowledge me and I thought that maybe he was just busy.
I decided to just stand there by the counter and wait (ever-patient customer that I am). Finally after waiting for several minutes, one of the service personnel (perhaps realizing that I have been waiting a while) at the counter finally asked, “Has someone attended to you already?” I answered, “No, but I am here to pick up my car that was serviced this morning.” She asked for my name and immediately tried looking for my paperwork. I had a feeling something was wrong when she could not find my papers on the pile of finished work. The lady started asking around if someone had serviced an Audi. It was only then that my original service person responded and told me that they haven’t even started work on it yet.
What?! I had reason to be mad as hell but I wasn’t. I could complain to the manager but I didn’t. Instead, I very patiently reminded the service person that helped me earlier that he promised the car will be ready in 45 minutes. It was now nearly two hours later. As a customer, I just expected an apology and explanation. But to my surprise, he became very defensive and explained that the service crew busy servicing other cars and 45 minutes was just an estimate, not a promise. He did not apologize and was very close to being rude.
I did not argue nor complained; I just told them that I will wait. So I took my dozen donuts and sat in the waiting area. I took out my tablet and proceeded to write about my experience – most of what is written here – and waited for another 45 minutes.
It was so strange. My customer experience form earlier that morning to what happened afterwards was as different as night and day. I thought about how things could change so abruptly in just two hours — how inconsistent and how bad. But this is not the end of the story—you will be surprised at how it concluded.
My plan was to just get my car after the service, drive home, eat my donuts and post this blog. I approached the counter after 45 minutes and a different service person arrived with my car key. He sincerely apologized. He told me that I did not owe them anything for the service and they were sorry for making me wait for so long. I thought it was a nice gesture. I surely did not expect to get something out of it because I kept my cool and did not even complain. How did they know that I was furious and so frustrated inside? I thought they read the situation well. I also thought that the last service person I spoke with responded well and turned things around a bit. I tried to explain to him what happened earlier that morning and even told him about the donuts intended as a token of appreciation for the excellent service I anticipated (but sadly did not get). In the end, I wasn’t completely satisfied but decided to give the donuts to the hardworking service crew (that did the actual work on my car) and left.
As you can imagine, this was such a weird customer experience—a definite roller coaster ride. I wouldn’t wish anyone to experience what I went through today but I learned a lot. I took the opportunity to observe rather than complain. I did this with the intention of writing about it and providing customer service insights to my readers.
From today’s experience, here are my customer service takeaways:
- Customer service delivery must be consistent. That is how you will win customer loyalty.
- Don’t make promises unless you will keep them. Be careful of what you promise to your customer. That will create the expectation of the service. Reliability is one of the keys to any good relationship, and good customer service is no exception. Try to keep your promise or exceed your promise as best possible. That’s how you wow customers with your service.
- When you fail to deliver, it is very crucial to acknowledge, empathize, explain and give a sincere apology. More importantly, don’t be rude and defensive.
- When a mistake is made, customers want it to be handled quickly and to their satisfaction. They want some kind of action that acknowledges a mistake was made and every effort is being done to correct it. When you recover, you may find that your customer is even more loyal than before.
What do you think about my experience today? What would you have felt or what would you have done if you were in my situation? Have you had the same bizarre customer experience before? Would you return to Pep Boys if this happened to you?
Photos courtesy of Ivy Remoreras Photography.