In my last article, I discussed how it’s important to include multi-channel end-user support in deploying a change and/or innovation solution.
What is Business Process User Experience?
At first glance, it may look costly to involve end-user support early in an innovation – and this is exactly why I want to outline the benefits of this approach by adding what I call Business Process User Experience. It’s a method for serving corporate users with a technical point of view, but it also takes procedural specifications into account.
Let’s use a company that sells a subscription telecommunication service as an example. Subscriptions depend on the equipment used in each customer’s house to provide the service. The business process essentially consists of signing the contract, ordering the installation service (S.O.), issuing the equipment purchase order (P.O.), installation, and finally billing.
Categorizing in user terms is key
If the services are categorized well in user terms, the phases of the entire process can be identified and anomalies can be reported – facilitating a diagnosis or revealing opportunities for continuous improvement. Let’s look at the chart below, which shows the number of tickets opened per day by category.
The entire subscription process
Looking at this graph, we see that on day 15 (1) there was over-contact with support. The offending category was related to service orders (S.O.) (2), representing a high volume of Work Orders. However, this is only a consequence! Note that on the previous day (the 14th) we see the opposite effect – a bottleneck on the chart showing the decrease of contacts at this stage.
Additionally, what went wrong on the 13th? Two categories are noteworthy here: Open POs and Lack of Information (3 and 4). When investigating further into the category of Lack of Information (4) and its subdivisions, we found there were 1883 contacts per month with a Divergence of Information – and these were all from the same supplier!
The diagnosis was that the lack of correct contract information from the supplier delayed the creation of purchase orders for equipment, and consequently delayed the release of the service order. These accumulated and then had to be completed quickly, so as not to delay billing.
Thanks to good categorization and preparation of a Multi-channel Service Desk within the company’s processes, it’s possible to identify even more complex and dynamic behaviors, increasing the value of “end-user” support.
Want to learn more about how to incorporate sound Business Process User experience into your multi-channel user support efforts? Drop me a line here.