Genpact and APQC recently held a webinar to discuss how companies can reimagine order management processes to increase revenue, brand visibility, and customer satisfaction. Here, Genpact's Dipanjan Das and Rana Saha share their responses to three key questions asked by audience members at the webinar.
How do you improve customer experience through the order management process?
Genpact believes that, while most organizations have ways of measuring customer experience, ultimately the matter is subjective. Usually, customer experience is measured through voice-of-the-customer or sales feedback, which is subjective. Genpact feels that, given the amount of data available within organizations, they should move from subjective measures of customer experience and satisfaction to measures that are objective and based on data.
Can you provide some tips on how to prepare for a potential order management transformation? What areas should a company focus on first?
First, you should review where your company stands. Review your cost efficiency and effectiveness (perfect order or customer satisfaction), benchmarks, and best practices within your industry and across others. This will allow you to identify the key areas to focus on and create a roadmap for improvement.
To create the right target operating model, you need a combination of digital technologies, analytics, and processes, which together enable Intelligent OperationsSM—operations that can sense, act, and learn from the outcome of their actions.
Technology, in particular, is a big area of focus for order management functions, whether through order automation, or to enable a control-tower view of an order across the supply chain. Improving the customer experience is another important area, although, of course, priorities vary based on the maturity of a company and what it hopes to achieve.
What is the value of segmenting customers to the development of a good operating model?
By segmenting customers you are able to weigh the risk and complexity of a customer, and so determine the best operating model, with the least risk, for your business. For example, errors on an order from a high-revenue customer are likely to have a significantly negative business impact. As such, the high-revenue customer falls into a high-risk category. Now, if this same customer's orders require a lot of manipulation—such as "tie withs," "ship withs," and so on—or a significant degree of interaction due to special handling requirements, the customer falls into a high-complexity category. You would therefore consider this customer high-risk/high-complexity, and segment the customer accordingly.
Once you have segmented the entire customer base, you can decide on the operating model and where to house the process for the segmented customers. For example, less complex, low-risk customers could be serviced from a captive center, while high-risk customers could be serviced out of the market.
For more information on the intersection of process, customer analytics, and order management, check out: