Editing Business process modeling (section)

==== Structure core processes based on the strategy for the long-term success of business process modeling ====
As the ''core business processes'' clearly make up the majority of a company's identified business processes, it has become common practice to subdivide the core processes once again. There are different approaches to this depending on the type of company and business activity. These approaches are significantly influenced by the defined ''application'' of business process modeling and the ''strategy for the long-term success of business process modeling''.

In the case of a primarily market-based strategy, end-to-end core business processes are often defined from the customer or supplier to the retailer or customer (e.g. "from offer to order", "from order to invoice", "from order to delivery", "from idea to product", etc.). In the case of a strategy based on resources, the core business processes are often defined on the basis of the central corporate functions ("gaining orders", "procuring and providing materials", "developing products", "providing services", etc.).

In a differentiated view without a clear focus on the market view or the resource view, the core business processes are typically divided into CRM, PLM and SCM.
* CRM (customer relationship management) describes the business processes for customer acquisition, quotation and order creation as well as support and maintenance
* PLM ([[product lifecycle management]]) describes the business processes from product portfolio planning, product planning, product development and product maintenance to product discontinuation and individual developments
* SCM ([[supply chain management]]) describes the business processes from supplier management through purchasing and all [[Production (economics)|production stages]] to delivery to the customer, including installation and commissioning where applicable
[[File:Process-map-for-a-value-driven-company.png|thumb|Example of a '''process map''' for a value-driven company]]
However, other approaches to structuring core business processes are also common, for example from the perspective of customers, products or sales channels.
* "Customers" describes the business processes that can be assigned to specific customer groups (e.g. private customer, business customer, investor, institutional customer)
* "Products" describes the business processes that are product-specific (e.g. current account, securities account, loan, issue)
* "Sales channels" describe the business processes that are typical for the type of customer acquisition and support (e.g. direct sales, partner sales, online).
The result of structuring a company's business processes is the ''process map'' (shown, for example, as a [[value chain diagram]]). ''Hermann J. Schmelzer and Wolfgang Sesselmann'' add: "There are connections and dependencies between the business processes. They are based on the transfer of services and information. It is important to know these interrelationships in order to understand, manage, and control the business processes."<ref name="SCHMELZER" /> <sup>(Chapter 2.4.3 Process map) ← automatic translation from German</sup>