Business Process Blueprinting ‐ an enhanced view on process performance

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Abstract:

Purpose ‐ In contemporary times process-oriented approaches in information management are elementary in meeting business challenges. However, most methods for business process management (BPM) focus on improved performance from only the company's perspective. They neglect the growing importance of value co-creation between company and customer that typically results from a service-dominant logic. Modern BPM methods need to focus on the internal performance of processes whilst including the customer's perspective. This paper aims to address these issues. Design/methodology/approach ‐ By combining the market-oriented approach, service blueprinting, with the syntax of business process modeling, the authors introduce a method that visualizes and analyzes processes simultaneously from the company's and customer's point of view. Within this integrated approach, information management and marketing are linked. A used case illustrates implementation and benefits of this method. Findings ‐ This paper addresses the gap between marketing and information management sciences. "Business Process Blueprinting" (BP2) provides a conceptual foundation for a further integration of these two scopes of interest. Research limitations/implications ‐ The integrated view on processes supports an enhanced understanding of process performance. In its current stage, the method reflects a basic combined approach ‐ further development is needed. Well-established models and tools from controlling and marketing as well as from other fields can be integrated to open this analysis for service elements. Practical implications ‐ Applying BP2 to practical process analysis promotes a better understanding of the customer's process perception. This potentially leads to a more efficient and effective process design. Originality/value ‐ The paper introduces the missing method for the integration of the effectiveness-driven perspective into business process modeling.
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