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Process Definitions and Key Measures for APQC's PCF (Collection)

Not quite sure what the processes listed in APQC's Process Classification Framework (PCF)  mean?

Type: Product Collection  Topics: Business Excellence, Customer-focused Processes and Functions, Finance and Accounting, Human Capital Management, Knowledge and Information Management, Organization and Management, Product Development, Sales and Marketing, Supply Chain Management  Processes: 2.0 Develop and Manage Products and Services, 3.0 Market and Sell Products and Services, 4.0 Deliver Products and Services, 5.0 Manage Customer Service, 6.0 Develop and Manage Human Capital, 7.0 Manage Information Technology, 8.0 Manage Financial Resources, 12.0 Manage Knowledge, Improvement, and Change 
  • Relevance: 63%
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Balancing Customer and Enterprise Needs

Contact centers have the ability to collect massive amounts of customer information.

Type: Articles and White Papers  Topics: Customer Relationship Management, Customer-focused Processes and Functions, Customer Segmentation, Product and Service Innovation, Innovation  Processes: 2.1.2.2 Identify potential new products and services, 2.1 Manage product and service portfolio, 2.1.2 Define product/service development requirements, 2.2.2.2 Conduct customer tests and interviews, 2.2 Develop products and services, 2.2.2 Test market for new or revised products and services, 3.1.1.2 Identify market segments, 3.1 Understand markets, customers, and capabilities, 3.1.1 Perform customer and market intelligence analysis, 3.1.2.2 Determine target segments, 3.1.2 Evaluate and prioritize market opportunities, 3.1.2.3 Prioritize opportunities consistent with capabilities and overall business strategy, 3.2.1.2 Develop value proposition including brand positioning for target segments, 3.2 Develop marketing strategy, 3.2.1 Define offering and customer value proposition, 3.2.1.3 Validate value proposition with target segments  Industry: Computers, Electronics, Financial Services/Banking, Software 
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Using Customer Segmentation to Innovate

Customer segmentation is about more than marketing. It can translate into better new product/service development and innovation.

Type: Articles and White Papers  Topics: Customer Relationship Management, Customer-focused Processes and Functions, Customer Segmentation, Product and Service Innovation, Innovation  Processes: 2.1.2.2 Identify potential new products and services, 2.1 Manage product and service portfolio, 2.1.2 Define product/service development requirements, 2.2.2.2 Conduct customer tests and interviews, 2.2 Develop products and services, 2.2.2 Test market for new or revised products and services, 3.1.1.2 Identify market segments, 3.1 Understand markets, customers, and capabilities, 3.1.1 Perform customer and market intelligence analysis, 3.1.2.2 Determine target segments, 3.1.2 Evaluate and prioritize market opportunities, 3.1.2.3 Prioritize opportunities consistent with capabilities and overall business strategy, 3.2.1.2 Develop value proposition including brand positioning for target segments, 3.2 Develop marketing strategy, 3.2.1 Define offering and customer value proposition, 3.2.1.3 Validate value proposition with target segments  Industry: Chemicals, Consumer Products/Packaged Goods, Electronics, Entertainment, Financial Services/Banking, Hospitality, Printing & Publishing, Restaurant 
  • Relevance: 58%
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Work with Customers to Identify and Edge Out Competitors

Many organizations think they know who their competitors are, but their customers might have a very different perspective.

Type: Best Practices and Business Drivers  Topics: Customer Feedback, Customer-focused Processes and Functions, Customer Relationship Management, Competitive Intelligence, Organization and Management  Processes: 1.1.1.1 Analyze and evaluate competition, 1.1 Define the business concept and long-term vision, 1.1.1 Assess the external environment, 1.1.2.2 Capture and assess customer needs, 1.1.2 Survey market and determine customer needs and wants, 12.2.4 Conduct competitive benchmarking, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 5.1.1.2 Analyze feedback of customer needs, 5.1 Develop customer care/customer service strategy, 5.1.1 Develop customer service segmentation/prioritization (e.g., tiers)  Industry: Consumer Products/Packaged Goods, Electronics, Financial Services/Banking, Medical Equipment, Printing & Publishing 
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New Pig Corporation Breaks Barriers with B2B Branding

Many business-to-business (B2B) organizations keep branding in the background, but at New Pig, branding takes center stage.

Type: Case Studies  Topics: Branding, Sales and Marketing, Customer Loyalty, Customer-focused Processes and Functions, Customer Retention  Processes: 3.2.1.4 Develop new branding, 3.2 Develop marketing strategy, 3.2.1 Define offering and customer value proposition, 3.4.3.2 Develop marketing messages, 3.4 Develop and manage marketing plans, 3.4.3 Develop and manage media, 5.1.1.2 Analyze feedback of customer needs, 5.1 Develop customer care/customer service strategy, 5.1.1 Develop customer service segmentation/prioritization (e.g., tiers)  Industry: Machinery Equipment, Rubber & Plastics, Waste Management/Environmental 
  • Relevance: 58%
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Inventory Optimization: Show Me the Money

How can your organization optimize inventory to avoid excessive carrying costs and still satisfy demand?

Type: Articles and White Papers  Topics: Continuous Improvement, Business Excellence, Process, Customer Service, Customer-focused Processes and Functions, Sales and Operations Planning, Supply Chain Management, Supply Chain Planning, Logistics, Inventory Management, Process Improvement  Processes: 4.0 Deliver Products and Services, 4.5 Manage logistics and warehousing, 4.5.1 Define logistics strategy, 4.5.1.1 Translate customer service requirements into logistics requirements, 4.5.3 Operate warehousing, 4.5.3.1 Track inventory deployment, 4.5.3.3 Track product availability 
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How Best-Practice Organizations Use Customer Information

Most organizations collect information about their customers, but few know which data to rely on and how to use it. Best-practice organizations handle customer information differently from the average organization.

Type: Best Practices and Business Drivers  Topics: Customer Loyalty, Customer-focused Processes and Functions, Customer Relationship Management, Customer Satisfaction, Customer Segmentation  Processes: 5.1.1.1 Analyze existing customers, 5.1 Develop customer care/customer service strategy, 5.1.1 Develop customer service segmentation/prioritization (e.g., tiers), 5.3.3.3 Analyze product and service satisfaction data and identify improvement opportunities, 5.3 Measure and evaluate customer service operations, 5.3.3 Measure customer satisfaction with products and services  Industry: Financial Services/Banking, Retail/Catalog/Mail Order 
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Use Frameworks to Link Employee and Customer Values to Work Processes

Frameworks should link organizational work with employee and customer values.

Type: Articles and White Papers  Topics: Business Process Management (BPM), Business Excellence, Process, Customer-focused Processes and Functions, Change Management, Organization and Management, Process Design, Organization Structures  Processes: 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.2 Design the change, 12.4 Manage change, 12.4.3 Implement change, 5.1.1.1 Analyze existing customers, 5.1 Develop customer care/customer service strategy, 5.1.1 Develop customer service segmentation/prioritization (e.g., tiers)  Industry: Energy and Utility, Petroleum/Oil/Gas, Printing & Publishing, Professional Services/Business Services, Transportation/Freight Carriers 
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Customer Service Definitions and Key Measures

These definitions and key measures provide deeper detail about the processes outlined in category 5.0 Manage Customer Service of APQC's Process Classification Framework (PCF) .

Type: Tools and Templates  Topics: Customer-focused Processes and Functions  Processes: 5.0 Manage Customer Service 
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How Offshoring Increases Waste and Negative Customer Experience

Although the cost to offshore manufacturing may seem low, Harry Moser, chairman emeritus at GF AgieCharmilles, describes other potential consequences of offshoring that can undermine Lean initiatives, decrease ...

Type: Presentations  Topics: Customer Satisfaction, Customer-focused Processes and Functions, Outsourcing, Organization and Management, External Relationships, Manufacturing, Supply Chain Management  Processes: 4.0 Deliver Products and Services, 5.0 Manage Customer Service, 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.1.1.3 Define outsourcing policies, 4.1.1 Develop production and materials strategies, 4.2 Procure materials and services, 4.5.1.3 Communicate outsourcing needs, 4.5 Manage logistics and warehousing, 4.5.1 Define logistics strategy 
  • Relevance: 37%
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