Editing Business process (section)

==Related concepts==

===Workflow===

[[Workflow]] is the procedural movement of information, material, and tasks from one participant to another.<ref name="WeskeBusiness2_12">{{cite book |chapter-url=https://books.google.com/books?id=-D5tpT5Xz8oC&pg=PA50 |chapter=Chapter 2: Evolution of Enterprise Systems Architecture |title=Business Process Management: Concepts, Languages, Architectures |author=Weske, M. |publisher=Springer Science & Business Media |pages=25–72 |year=2012 |isbn=9783642286162}}</ref> Workflow includes the procedures, people and tools involved in each step of a business process. A single workflow may either be sequential, with each step contingent upon completion of the previous one, or parallel, with multiple steps occurring simultaneously. Multiple combinations of single workflows may be connected to achieve a resulting overall process.<ref name="WeskeBusiness2_12" />

===Business process re-engineering===
{{main|Business process re-engineering}}
[[Business process re-engineering]] (BPR) was originally conceptualized by Hammer and Davenport as a means to improve organizational effectiveness and productivity. It can involve starting from a "blank slate" and completely recreating major business processes, or it can involve comparing the "as-is" process and the "to-be" process and mapping the path for change from one to the other.<ref>Chartered Institute of Management Accountants, [https://www.cimaglobal.com/Documents/ImportedDocuments/48_Change_Management.pdf Topic Gateway No. 48: Change Management], page 6, published 2008, accessed 2 February 2020</ref> Often BPR will involve the use of information technology to secure significant performance improvement. The term unfortunately became associated with corporate "downsizing" in the mid-1990s.<ref name="KockProcess99">{{cite book |chapter-url=https://books.google.com/books?id=Q2MWwin1QSYC&pg=PA18 |chapter=Chapter 2: What Is a Process? |title=Process Improvement and Organizational Learning: The Role of Collaboration Technologies |author=Kock, N.F. |publisher=Idea Group Publishing |year=1999 |pages=17–28 |isbn=9781878289582}}</ref>

===Business process management (BPM)===

Though the term has been used contextually to mixed effect, "[[business process management]]" (BPM) can generally be defined as a discipline involving a combination of a wide variety of business activity flows (e.g., [[business process automation]], modeling, and optimization) that strives to support the goals of an enterprise within and beyond multiple boundaries, involving many people, from employees to customers and external partners.<ref name="SwensonPhase4_14">{{cite book |chapter-url=https://books.google.com/books?id=RT7LAwAAQBAJ&pg=PA79 |chapter=Phase 4: What Is Business Process Management? |title=The Complete Business Process Handbook: Body of Knowledge from Process Modeling to BPM |author1=Swenson, K.D. |author2=von Rosing, M.  |editor1=von Rosing, M.|editor2=Scheer, A.-W.|editor3=von Scheel, H. |volume=1 |publisher=Morgan Kaufmann |year=2015 |pages=79–88 |isbn=9780127999593}}</ref> A major part of BPM's enterprise support involves the continuous evaluation of existing processes and the identification of ways to improve upon it, resulting in a cycle of overall organizational improvement.

===Knowledge management===

[[Knowledge management]] is the definition of the knowledge that employees and systems use to perform their functions and maintaining it in a format that can be accessed by others. Duhon and the Gartner Group have defined it as "a discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing all of an enterprise's information assets. These assets may include databases, documents, policies, procedures, and previously un-captured expertise and experience in individual workers."<ref name="NikolićContemp13">{{cite journal |url=http://www.iiakm.org/ojakm/articles/2013/volume1_1/OJAKM_Volume1_1pp72-81.pdf |title=Contemporary management in a higher education institution in Serbia |journal=Online Journal of Applied Knowledge Management |author1=Nikolić, B. |author2=Dakić, J. |author3=Ružić-Dimitrijević, L.  |volume=1 |issue=1 |pages=72–81 |year=2013}}</ref> <br><br>
'''Customer Service'''<br>
Customer Service is a key component to an effective business business plan. Customer service in the 21st century is always evolving, and it is important to grow with your customer base. Not only does a social media presence matter, but also clear communication, clear expectation setting, speed, and accuracy. If the customer service provided by a business is not effective, it can be detrimental to the business success.<ref>{{cite web |last1=Plumlee |first1=Daniel |title=Council Post: The Importance Of Evolving Customer Service And Communication Strategies |url=https://www.forbes.com/sites/forbescommunicationscouncil/2020/01/03/the-importance-of-evolving-customer-service-and-communication-strategies/?sh=3a9b616c4449 |website=Forbes |access-date=9 August 2021 |language=en |date=3 January 2020}}</ref>

===Total quality management===

[[Total quality management]] (TQM) emerged in the early 1980s as organizations sought to improve the quality of their products and services. It was followed by the [[Six Sigma|Six Sigma methodology]] in the mid-1980s, first introduced by Motorola. Six Sigma consists of statistical methods to improve business processes and thus reduce defects in outputs. The "lean approach" to quality management was introduced by the Toyota Motor Company in the 1990s and focused on customer needs and reducing of wastage.<ref name="Juran">{{Citation | last = Juran | first = Joseph M. | author-link = Joseph M. Juran | year = 1995 | title = A History of Managing for Quality: The Evolution, Trends, and Future Directions of Managing for Quality | publisher = [[American Society for Quality|ASQC Quality Press]] | location = [[Milwaukee|Milwaukee, Wisconsin]] | page = [https://archive.org/details/historyofmanagin0000unse/page/596 596] | isbn = 9780873893411 | oclc = 32394752 | url = https://archive.org/details/historyofmanagin0000unse/page/596 | access-date = 2013-10-20 }}</ref><ref name="Holmes">{{Citation | last = Holmes | first = Ken | date = 1992 | title = Total Quality Management | publisher = Pira International, Ltd. | location = [[Leatherhead|Leatherhead, United Kingdom]] | page = 10 | isbn = 9781858020112 | oclc = 27644834 | quote = Ask ten people what TQM is and you will hear ten different answers. There is no specification or standard for it, or certification programme to proclaim that you have it. What we understand by TQM probably depends on which of the thought leaders, (often referred to as 'gurus') we have come across.}}</ref><ref>{{Citation | last = Creech | first = Bill | author-link = Wilbur L. Creech | year = 1994 | title = The Five Pillars of TQM: How to Make Total Quality Management Work for You | publisher = Truman Talley Books/Dutton | location = [[New York City|New York]] | page = 4 | isbn = 9780525937258 | oclc = 28508067 | quote = In fact, the term TQM has become so widely used that it has become the number one buzzphrase to describe a new type of quality-oriented management.  Thus, the name TQM now covers a very broad tent encompassing all sorts of management practices.  In my management advisory activities I run into scores of these different programs all parading under the same name.  Few are alike, and those varied programs have a wide variety of features—a mixture of the old and the new—with, in more cases than not, very little of the new.  ...  However, I have forewarned you there are almost as many different TQM programs as there are companies that have started them because that creates confusion about what to do in your own case. | url-access = registration | url = https://archive.org/details/fivepillarsoftqm00cree }}</ref> 

'''Creating a Strong Brand Presence through Social Media'''<br>

Creating a strong brand presence through social media is an important component to running a successful business. Companies can market, gain consumer insights, and advertise through social media. "According to a Salesforce survey, 85% of consumers conduct research before they make a purchase online, and among the most used channels for research are [[Website|websites]] (74%) and social media (38%). Consequently, businesses need to have an effective online strategy to increase brand awareness and grow." (Paun, 2020)
Customers engage and interact through social media and businesses who are effectively part of social media drive more successful businesses. The most common social media sites that are used for business are [[Facebook]], [[Instagram]], and [[Twitter]]. Businesses with the strongest brand recognition and consumer engagement build social presences on all these platforms.

Resources: 
Paun, Goran (2020). Building A Brand: Why A Strong Digital Presence Matters. Forbes. Sourced from<ref>{{Cite web |last=Paun |first=Goran |title=Council Post: Building A Brand: Why A Strong Digital Presence Matters |url=https://www.forbes.com/sites/forbesagencycouncil/2020/07/02/building-a-brand-why-a-strong-digital-presence-matters/ |access-date=2023-08-22 |website=Forbes |language=en}}</ref>

===Information technology as an enabler for business process management===

Advances in information technology over the years have changed business processes within and between business enterprises. In the 1960s, operating systems had limited functionality, and any workflow management systems that were in use were tailor-made for the specific organization. The 1970s and 1980s saw the development of data-driven approaches as data storage and retrieval technologies improved. Data modeling, rather than process modeling was the starting point for building an information system. Business processes had to adapt to information technology because process modeling was neglected. The shift towards process-oriented management occurred in the 1990s. Enterprise resource planning software with workflow management components such as SAP, Baan, [[PeopleSoft]], Oracle and [[JD Edwards]] emerged, as did business process management systems (BPMS) later.<ref name="PalmeriBPM_14">{{cite book |chapter=iBPM - Intelligent Business Process Management |title=The Complete Business Process Handbook: Body of Knowledge from Process Modeling to BPM |author=Palmer, N. |editor1=von Rosing, M.|editor2=Scheer, A.-W.|editor3=von Scheel, H. |volume=1 |publisher=Morgan Kaufmann |year=2015 |pages=349–361 |isbn=9780127999593}}</ref>

The world of e-business created a need to automate business processes across organizations, which in turn raised the need for standardized protocols and web services composition languages that can be understood across the industry. The [[Business Process Modeling Notation]] (BPMN) and [[Business Motivation Model]] (BMM) are widely used standards for business modeling.<ref name="KirchmerHigh17" /><ref name="vonScheelPhase114" /><ref name="ChenBusiness12" /> The Business Modeling and Integration Domain Task Force (BMI DTF) is a consortium of vendors and user companies that continues to work together to develop standards and specifications to promote collaboration and integration of people, systems, processes and information within and across enterprises.<ref name="OMGBusiness">{{cite web |url=http://www.omg.org/bmi/ |title=Business Modeling & Integration DTF |publisher=Object Management Group |access-date=23 February 2018}}</ref>

The most recent trends in BPM are influenced by the emergence of [[cloud technology]], the prevalence of [[social media]] and mobile technology, and the development of analytical techniques. Cloud-based technologies allow companies to purchase resources quickly and as required, independent of their location. Social media, websites and smart phones are the newest channels through which organizations reach and support their customers. The abundance of customer data collected through these channels as well as through call center interactions, emails, voice calls, and customer surveys has led to a huge growth in data analytics which in turn is utilized for performance management and improving the ways in which the company services its customers.<ref name="RossSMAC13">{{cite web |url=http://analytics-magazine.org/analytics-and-business-process-management/ |title=Analytics & Business Process Management |author=Ross, M. |work=Analytics |publisher=Institute for Operations Research and the Management Sciences |date=July–August 2013 |access-date=23 February 2018}}</ref>