Ebook Business process blueprinting: A method for customeroriented business process modeling

Ebook Business process blueprinting: A method for customeroriented business process modeling addresses a problem of academic and practical relevance and includes, with the Business Process Blueprinting, a first solution. Most important, Michael Hewing links with his approach two disciplines that usually operate independently from each other. The Business Process Blueprinting bridges the existing gap between the two fields and incorporates... Đề tài Hoàn thiện công tác quản trị nhân sự tại Công ty TNHH Mộc Khải Tuyên được nghiên cứu nhằm giúp công ty TNHH Mộc Khải Tuyên làm rõ được thực trạng công tác quản trị nhân sự trong công ty như thế nào từ đó đề ra các giải pháp giúp công ty hoàn thiện công tác quản trị nhân sự tốt hơn trong thời gian tới.

Research Approaches in Information Systems

Kuhn describes paradigms as “…achievements that some particular scientific community acknowledges for a time as supplying the foundation for its further practice”

A paradigm, as defined by Kuhn (2012), serves as a scientific consensus and conceptual framework within a research community, shaping a collective worldview and influencing problem-solving methodologies through education and established practices The social aspect is crucial to this definition, highlighting the importance of community in the development of paradigms Consequently, the term "school of thought" is frequently employed in scientific discourse to describe these paradigms (van Aken 2004).

This thesis focuses on Information Systems (IS), highlighting the significance of differing paradigms within the field IS exemplifies a multi-paradigmatic community, as noted by Vaishnavi and William (2007) The discipline is defined as the study of interconnected components that collect, process, store, and distribute information to aid decision-making and control within organizations (Laudon and Laudon, 2012).

47) Accordingly, IS deals with behavioral as well as technical research

In the field of Information Systems (IS), two distinct yet complementary paradigms have emerged: Behavioral Science Research and Design Science Research While these paradigms operate largely independently, they are often viewed competitively Both aim to enhance the value of the IS discipline, albeit through different methodologies.

6f87e 1b11a 932da b860 f81 b6 f9bdc3 2eca c777 6e0cf7 b60da 52f6cf66 b5ff294 1e747 e e1b11a9 32da b860 f81 b6f9bdc32 ecac7776 e0cf7b60da5 2f6 cf66b5ff2941e 747e 6f8 7

932dab860 f81b6f9 bdc32e cac7776e 0cf7b6 0da5 2f6 cf66b5ff2 941e 747e6 f87e 1b1 1a

860f8 1b6 f9bdc32eca c77 76e0 cf7 b60 da52 f6cf66 b5ff29 41e74 7e6f87e1 b11a9 32da b f81b6f9 bdc32e cac7 776e0 cf7b6 0da52 f6 cf6 6b5ff2 941e7 47e6 f87e 1b11a 932da b86 0

6f9bdc3 2eca c77 76e0 cf7 b60 da52 f6cf66 b5ff294 1e74 7e6f87e1 b11a9 32dab860 f81 b dc32e cac7776 e0cf7b60da5 2f6 cf66b5ff2941e 747e 6f87 e1b1 1a932 dab8 60f81b6 f9 b

32eca c7776 e0cf7 b60da 52f6cf66b5ff2941 e747e 6f8 7e1b11a932 dab8 60f81b6 f9 bdc c7776 e0cf7b60da 52f6 cf66b5ff2941 e747e 6f8 7e1b11a932 dab8 60f81b6 f9 bdc32e ca e0cf7b60 da52 f6 cf6 6b5ff2 941e7 47e6 f87e 1b11a 932da b860 f81 b6 f9bdc3 2eca c777 6 fc3a3 f93a 08582 6d66a 60f835 d2406 ea15 f7e7 b88cbf5e9cb78 cc9e16 d1072 e24 c3ee4

7d0800 c6a8 0136 f54 da448 1c2 b397 7f6 f33 e0be 8a4b3 d678 cc5b77 828 cc3 7ae38 f66a4

9c84a7 1dc1cb825a 4f1 d7c732fb9a4 e5765 f83 10c1984 f96 1e06 cf3 fc71f185b5ad74 b fac7b7b2 0dfcfdcdf1 cf4 2b2 fc6 b5a c1e9 c4a51ae fef5b7 de7f4b3 cc9e5d780d33d5 94

7ea8e433 c9 f051 8c9 06b9a 684d9d02 5cb598 854db148 3a8024 9bc348 7e1be 4646 2d7a b f21d145b5b08 b8e1 f8 c76 f42 b4ce 759fb93 c48 e7f8a41e7 8571e 64a2 f48b0e5 c8d4 bb8 df3 fa34df8 f2c9de ba5dcb1e e30bc7d67cb1d4163 72d9 47cdab0 1c5 76b2 b2efb3 c49a2

08d258 539 bc6 96d5a 3b1a4 c49 7180 bae30 dc4 4793a3 dc5d19 4ad09 3cb5c3f9 9f2 02398

95f4 fcb5fd1f4 934 f29e7 ee6d7cfa 31ddc0 5b49 f94 3c1 e22 f3b5 c0e4a d46 2e7c96fc5b

59e15a9 f853 8397 40b3 e9ac33e6fc51 7d8 b739 3a5076 c67 d16e 7cc03df1 b1f0b9 fc0 46

Behavioral Science Research (BSR) has its origins in natural science (Frank 2006, pp

Natural science models, which rely on empirical knowledge gained through measurement and observation, have been adapted for use in various fields, including social science and psychology These adaptations aim to develop and validate theories that explain or predict observed phenomena In Information Systems (IS), the focus is on understanding the interaction between humans and computers, with the discipline dedicated to exploring this relationship.

Business Systems Research (BSR) focuses on the organizational and human aspects involved in the analysis, design, implementation, management, and use of information systems, emphasizing cause-effect and target-means relationships (Hevner et al 2004) This approach, heavily influenced by natural science paradigms, is widely accepted, especially in North America (Baskerville 2012) However, BSR faces challenges regarding its scientific identity due to its connections with other disciplines, and the practical relevance of its findings is often questioned, as they tend to have limited real-world impact.

Design Science Research (DSR), rooted in engineering and particularly prominent in German-speaking countries, aims to create practical artifacts that address specific problems, contrasting with the behavioral approach that seeks to formulate truths through hypotheses DSR focuses on developing useful solutions in the form of constructs, models, methods, and instantiations related to Information Technology Despite its recognized relevance and practical impact, DSR often faces criticism regarding its scientific contribution, as innovative artifacts may challenge existing theoretical boundaries Additionally, there is a lack of consensus on artifact evaluation, leading to a deficiency in established principles and empirical standards within DSR.

Research Concept 7 can be rather difficult to publish articles based on DSR in international channels which most likely follow the BSR approach (Baskerville 2012)

The two paradigms of research, often viewed as opposing forces, are discussed in the context of "rigor versus relevance" (ệsterle, Winter, and Brenner 2010) Rigor emphasizes the scientific validity and methodological precision of research, adhering to academic standards that ensure quality and evaluability In contrast, relevance highlights the practical implications of research findings, particularly in the Design Science Research (DSR) paradigm, which focuses on creating applicable solutions for specific problems.

In Information Systems (IS) research, both rigor and relevance are crucial, despite each paradigm often prioritizing one over the other Hevner et al (2004) argue that these approaches are complementary, with each addressing the challenges faced by the other Artifacts can help resolve unresolved issues, while theories evaluate the implementation and impact of these artifacts on organizations, potentially revealing additional challenges Consequently, findings derived from one paradigm can stimulate further research in the other, fostering a more comprehensive understanding of IS.

This article aims to fill a gap in academia by systematically conceptualizing customer-oriented process management, which aligns with Design Science Research (DSR) The following chapter will provide a comprehensive overview of DSR methodology, offering readers valuable insights into its approach and fundamental components.

Research Methodology

Design Science Research (DSR), rooted in engineering and the design of artificial constructs, encompasses a body of principles and techniques In the early 1990s, researchers initiated discussions on DSR frameworks and procedural models aimed at systematically developing artifacts within this field.

Eight research concepts serve as mental models for demonstrating and evaluating Design Science Research (DSR) in Information Systems (IS) Peffers et al (2007) conducted a review of existing frameworks related to Design Science Research Methodology (DSRM) and effectively integrated their components to create a cohesive understanding.

The DSRM process model is a widely recognized framework in Information Systems (IS) related Design Science Research (DSR) publications, valued for its consensus-building approach (Hevner and Chatterjee, 2010) As illustrated in Figure 1, the model consists of six sequential activities that are essential for effective implementation Each of these activities is elaborated upon based on the work of Peffers et al (2007).

Figure 1 DSRM process model (Peffers et al 2007, p 54), full-page illustration in

The initial step in research involves clearly defining the problem and understanding the motivation behind it Establishing a well-defined problem is crucial for guiding the research effectively Highlighting the importance of the problem and the value of a potential solution underscores the necessity of the research, as identifying a specific need validates the entire study.

After identifying the problem and the importance of a solution, it is essential to derive the requirements that the solution must fulfill based on the problem definition Clearly articulating the necessary specifications allows the audience to better understand the reasoning and evaluate whether the developed solution effectively addresses the identified issues.

Research Concept 9 problem Objectives can be of a quantitative (e.g measurements) and/or qualitative (e.g description of the support to problem solving) nature

The proposed research frameworks emphasize that the core of Design Science Research (DSR) lies in the design and development of artifacts After outlining specifications, the creative phase for developing artifacts that meet desired functionalities begins This process is typically iterative, requiring revisions and adjustments as functionalities are developed incrementally To enhance understanding, detailed documentation of functionality specifications and the development process is often maintained.

Demonstrating the application of the artifact is essential for illustrating how it effectively addresses the problem (Nunamaker, Chen, and Purdin, 1990, p 100) This process makes the solution more tangible and understandable, serving as an informal evaluation to verify its functionality Concrete examples or exemplifications can be used to showcase the artifact's practical impact.

After developing an artifact and demonstrating its suitability, it is crucial to evaluate its effectiveness in addressing the initial research problem (Hevner et al 2004, pp 88–90) This evaluation aims to determine how well the artifact's functionalities meet the established requirements It can involve logical proof or empirical evidence, including quantitative performance indicators and qualitative client feedback The evaluation results indicate whether the objectives are met or if further adjustments are needed, such as enhancing performance indicators However, the lack of established principles and guidelines for selecting evaluation methods complicates the justification of the chosen approach.

Once research is finalized, it is essential to document the developed processes and share them for broader insights, facilitating discussion within academic and professional communities (Hevner et al 2004, p 90).

The DSRM serves as a foundational framework for various publication formats, including books, working papers, and theses, encompassing all aspects of research activities Additionally, components of the research project, such as the literature review, design, or evaluation, can be published in advance as articles.

Though the DSRM follows a nominal process, iterations are considered and advised It also can be stated that research does not necessarily need to start with the first activity

Research entry points are highlighted in activities 1 to 4, suggesting that instead of the traditional problem-centered approach, researchers can also initiate their studies through objective, design/development, or context-oriented perspectives Additionally, transitions between activities can enhance the research process The Design Science Research Methodology (DSRM), consisting of six sequential activities, offers a standard framework for Design Science Research (DSR), though the specifics may vary based on the unique characteristics of the research context and design situation This framework serves as a solid guideline for researchers (Hevner and Chatterjee, 2010, p 28).

Outline of Research

This thesis follows the nominal Design Science Research Methodology (DSRM) framework as outlined by Hevner and Chatterjee (2010) Chapters 1, 2, and 7 serve primarily as framing and summarizing sections and are not detailed in the outline Figure 2 delineates which chapters and sub-chapters correspond to the six DSRM activities The final activity, "communication," which encompasses the documentation and publication of research findings, is addressed in this thesis, offering insights into future research opportunities instead.

Chapter 3 emphasizes the significance of customer orientation and customer processes in marketing and Business Process Management (BPM), referencing recent research Section 3.1 discusses the evolution of marketing concepts alongside current findings, highlighting their importance in understanding contemporary market dynamics.

Chapter 3.2 of the article provides a comprehensive literature review on the significance of customer processes in business performance, specifically within the context of Business Process Management (BPM) It includes both quantitative and qualitative analyses, along with an explanation of the review procedure In Chapter 3.3, the findings from the literature review are critically analyzed and transformed into a problem definition, which serves as the foundation for outlining the objectives and requirements of the proposed solutions.

Figure 2 The research outline according to the six DSRM activities

Chapter 4 focuses on the design and development of an artifact, showcasing its application through practical examples It begins by explaining the foundational concept of the method, which originated from an interdisciplinary synthesis aimed at highlighting interaction processes The chapter further enhances the method to better illustrate usage processes, emphasizing the importance of expanding the traditional perspective to include the customer side This approach significantly increases process designers' awareness of autonomous customer processes, which is a crucial aspect of this work.

The second sub-chapter of the article outlines a procedural model designed to minimize ambiguity in research methods Additionally, the final sub-chapter employs logical reasoning to verify whether the artifact aligns with the requirements established in chapter 3.3.

Chapter 5 presents a case study evaluating the artifact, with sub-chapter 5.1 detailing the setting of the "BIOTRONIK Home Monitoring" case, a significant example in the e-health sector that highlights the necessity of analyzing customer processes Sub-chapter 5.2 discusses the deployment of the artifact, revealing previously unconsidered design options The final sub-chapter summarizes the case study's findings and critically assesses the evaluation's quality.

In the final chapter of this thesis, the research process is summarized, highlighting its limitations and exploring future research opportunities The first sub-chapter addresses the project's limitations, while the developed artifact serves as a toolkit for deeper analysis, incorporating additional concepts, methods, and tools The second sub-chapter illustrates potential enhancements in methodology, specifically in determining willingness to pay for sub-processes in Business Process Management (BPM), alongside advancements in integrating customer process modeling with Business Analytics Finally, the third sub-chapter contextualizes this research within broader concepts such as process landscapes, which encompass not only providers and customers but also third parties, connected networks, and their infrastructures.

This thesis replaces the previously fulfilled "communication" activity with a comprehensive outlook, building upon established methods discussed in prior publications It leverages insights from earlier research, particularly the combination of methods outlined by Gersch, Goeke, and Lux (2006) Additionally, it enhances these methodologies by incorporating ideas from Flieò (2001) and Frauendorf, thereby contributing to the ongoing discourse in the field.

(2006) However, their concepts contain certain limitations and thus invite certain perspectives for development that have been outlined throughout this manuscript and to

Research Concept 13 which this research project refers An overview of prior research in comparison to the knowledge developed by this thesis can be seen in Table 1

Table 1 Overview of preliminary work and its advancement throughout this research project, full-page illustration in Appendix 2

This research project has significantly advanced the integration of its core concept into Business Process Management (BPM), garnering attention in public discussions and successfully passing double-blind reviews Key findings have been disseminated through three prestigious conferences, a notable BPM journal, and a book chapter Initial publications primarily focused on elucidating the underlying concept and presenting early evaluations of its benefits (Gersch, Hewing, and Schüler 2011; Gersch, Schüler, and Hewing 2010) Subsequent papers explored the method's implementation in Service Engineering (Rachmann et al 2011) and its enhancement for managing usage processes (Gersch, Schüler, and Hewing).

The thesis highlights significant advancements in the enhancement of methods for usage processes A recent publication emphasizes a framework and procedural model for method application (Hewing 2011) Table 2 sequentially outlines these publications, providing brief notes on their specific focuses.

No Chapter Focus* Preliminarywork(chronically) Stateoftheart* Advancementthroughoutthisresearchproject*

Linkageofvalue creationand customer orientationtoa processͲbased perspective amongstothers:

Engelhardt(1996) Engelhardt/Kleinaltenkamp/Reckenfelderbọumer(1993) Gersch(2006)

PleadfortheimportanceofaprocessͲbasedview oncustomerorientationbyareviewofthe transformationfromaproductͲoverͲservicetoan experienceͲorientedfocusonvaluecreation

Insufficient considerationsof customer (modeling) conceptsinBPM

Combinationof theService Blueprintingwith BusinessProcess Modeling notations

Knackstedt/Dahlke(2004) Becker/Klose/Knackstedt(2005) Gersch/Goeke/Lux(2006) Meis/Menschner/Leimeister(2010) Coenen/Felten/Schmid(2011) Milton/Johnson(2012)

Journalandconferencepublicationswith conceptualembedding,furtherevaluationand discussionofadvantages/limitations(Gersch, Schửler,Hewing2010;Gersch,Hewing,Schửler 2011;Hewing2011)

Modelingof customer processesthat takeplace beyondthedirect interactionwith theprovider

Green/Simister(1999) Flieò(2001) Alt/Puschmann(2005) Frauendorf(2006) Eichentopf/Kleinaltenkamp/vanStiphout(2011) Heckl/Moormann(2007)

Developmentofanapprovedmethodtomodel customerprocessesthathasbeencritical reflected,considerscurrentBusinessProcess Modelingnotations,thelogicoftheService Blueprinting,evolvingconceptsoncustomer processes(inparticularinsight/influence)andto whichfurthermethodsareapplicable(Gersch, Schửler,Hewing2011)

Table 2 Publications of the author that relate to this work

No Year Publication Type Authors Focus

1 2010 AMCIS Conference Gersch/Schửler/Hewing

An introduction to Business Process Blueprinting

2 2011 BPMJ Journal Gersch/Hewing/Schửler BP 2 as the link between

3 2011 ISO Book Chapter Rachmann/Maucher/

Integration of BP 2 into Service Engineering

4 2011 EMAC Conference Gersch/Schửler/Hewing BP 2 as a method to manage usage processes

5 2011 BPM Conference Hewing The BP 2 -Framework

This research agenda has advanced knowledge in customer-oriented process management, highlighting the significance of customer orientation in value creation Despite its importance, customer-focused processes are often overlooked in Business Process Management (BPM) The introduction and evaluation of an enhanced method have provided a solution to this gap, suggesting potential directions for future research.

With the research outline established and activities assigned to the thesis chapters, the subsequent chapter will illustrate the identification of the problem and its significance.

3 Customer Orientation and the Diffusion of process- based Approaches in Marketing and BPM

In recent years, there has been a significant shift towards a market-oriented approach in business, emphasizing the importance of creating customer value This transition highlights that value is derived from solutions that effectively address and fulfill customer needs To improve customer satisfaction and drive revenue growth, companies must prioritize understanding and meeting these requirements.

In recent years, the recognition of business as a complex system of processes has gained traction, particularly in organizational management Despite Engelhardt's early acknowledgment of the customer's role in value creation in 1966, research on process-based customer orientation remains limited Slater and Narver (1994) emphasize the necessity of a process view for creating superior value, highlighting the importance of understanding the buyer's entire value chain The emergence of service-dominant logic further reinforces this perspective, revealing the critical role of customer activities in value creation Consequently, incorporating the customer's viewpoint in Business Process Management is essential, as value creation extends beyond the firm's boundaries and includes customer interactions outside traditional provider roles However, a comprehensive customer-oriented approach to value creation from a process perspective is still lacking.

This chapter discusses the significance of a customer-oriented Business Process Management (BPM) in relation to activities 1 and 2 of the Design Science Research Methodology (DSRM) To uncover gaps in existing BPM research, it is essential to examine customer orientation within the domestic marketing sector Customer orientation is a fundamental aspect of marketing, highlighting its critical role and importance in driving business success.

The creation of value for the customer is an inherent element belonging to the customer’s orientation Yet, the perspective on value creation has shifted over recent decades

Reflections on the Customer’s Perspective in Marketing

Concerning Customer Orientation and its Relation to Effectiveness

“There is only one valid definition of a business purpose: to create a customer.”

Drucker's proposition highlights the longstanding emphasis on customer orientation in marketing management, with value creation for customers being a key focus in modern marketing definitions The American Marketing Association (2007) defines marketing as the activities and processes involved in creating, communicating, delivering, and exchanging valuable offers for customers and society This customer-centric approach indicates that marketing activities aim to fulfill the desires of potential consumers, leading to the development of needs that require satisfying solutions Therefore, to generate demand for a company's services, it is essential to provide added value that meets customer needs.

With Shapiro’s article “What the Hell Is Market Oriented?” (1988) and the subsequently published responses of Kohli and Jaworski (1990) and Narver and Slater

In 1990, a significant discussion emerged regarding customer and market orientation, emphasizing the importance of customer focus within marketing activities This led to the development of various conceptual frameworks that define customer orientation, many of which remain relevant in contemporary literature (Brockman, Jones, and Becherer, 2012; Kennedy, Goolsby, and Arnould, 2003) While all definitions center on customer needs, they each offer unique perspectives that highlight different facets of the concept For example, Narver and Slater (1990) introduce a competitive dimension and a process-oriented approach by linking customer needs to their value chain Additionally, Deshpandé et al (1993) expand the definition to include the company's stakeholders, further enriching the understanding of customer orientation.

18 Customer Orientation and the Diffusion of process-based Approaches in Marketing and BPM while Gatignon and Xuereb (1997, p 78) refer to methodical issues and implementation The definitions are as follows:

Jaworski and Kohli (1993, p 54) conceptualized the customer focus as “…the organization-wide generation of market intelligence pertaining to current and future customer needs…”

Narver and Slater (1990) emphasize that customer orientation involves a deep understanding of target buyers to consistently deliver superior value This approach requires sellers to comprehend the entire value chain of buyers, considering both current conditions and future changes influenced by internal and market dynamics.

Customer orientation is defined as a belief system that prioritizes the interests of customers while also considering the needs of other stakeholders, including owners, managers, and employees, to foster a sustainable and profitable business (Deshpandé et al., 1993).

A customer-oriented firm is defined as one that possesses the capability and motivation to identify, analyze, understand, and respond to user needs This orientation enables the firm to gain insights into key technical aspects of the market, evaluate potential segments, and assess the market's significance and growth rate.

Customer orientation in research often focuses solely on the direct interactions between service employees and customers (Zablah et al 2012) While the appearance of sales personnel and their interactions with customers are crucial, it is essential to recognize that customer orientation also encompasses the organizational structures, culture, and systems (Bruhn 2009, p 38; Strong and Harris 2004, p 184).

Customer Orientation and the Diffusion of process-based Approaches in Marketing and BPM 19

In summary customer orientation can be seen as the driving force of marketing Often the terms “market orientation” and “customer orientation” are used synonymously (i.a

Deshpandé, Farley and Webster 1993, p 27) Following proposed market orientation concepts (i.a Kohli and Jaworski 1990) and the five forces of Porter (Porter 1980, p

4) one recognizes that there are further dimensions that need to be considered in marketing management For instance, solutions need to be perceived as superior by the customer in comparison to relevant competitive offers (competitor orientation) Also the costs of production have to be covered (profitability) The present thesis consequently differentiates between the terms “customer orientation” and “market orientation”, which incorporates all market players Customer orientation, which concentrates on the bilateral relationship between customer and organization, should rather be seen as the central element of market orientation (Kohli and Jaworski 1990, p 3)

Customer needs are central to business success, as fulfilling these needs creates value that enhances a company's financial worth Kotler and Armstrong (2011) outline the marketing process, highlighting five essential concepts related to customers and the marketplace that illustrate the importance of customer orientation in driving business value.

Human needs are defined as essential circumstances that drive individuals to take action, often arising from deficits like hunger or from new possibilities that elevate ideal conditions, such as advanced technology These needs can vary in priority, as illustrated by Maslow's hierarchy, which classifies a broad spectrum of needs based on perceived importance, starting with basic physical needs This framework serves as a bridge between management and psychology, highlighting the complexities of human motivation.

Customer orientation plays a crucial role in the diffusion of process-based approaches in both marketing and business process management (BPM) By prioritizing customer needs, organizations can effectively enhance their strategies, ultimately leading to improved satisfaction and loyalty This approach aligns with the hierarchy of needs, where self-actualization represents the pinnacle of customer engagement Emphasizing customer-centric processes not only drives business success but also fosters deeper connections with clients, ensuring that their evolving expectations are met.

A want arises when an individual's need is clearly articulated, such as desiring a specific dish when hungry When a person possesses the financial means to fulfill these wants, it is referred to as demand For a comprehensive analysis of the relationship between needs, wants, and demand, see Laò (2002).

Companies create marketing offers to address specific needs by delivering a set of benefits These offers, whether products or services, serve as solutions to particular problems When establishing value propositions, it’s essential to emphasize the benefits and experiences rather than just the specifications of the offers.

(3) Value, quality, satisfaction and effectiveness: This part of the marketing process has been enhanced by the author with the concepts of quality and effectiveness

Customers encounter numerous marketing offers that aim to meet their needs, with buying behavior influenced by psychological, personal, social, and cultural factors (Kotler and Armstrong, 2011) The decision-making process heavily relies on the perceived added value of each offer Customer value reflects the anticipated net benefits after costs are deducted from benefits, though these benefits and costs are subjective and challenging to quantify (Ulaga and Chacour, 2001).

Customer perception of marketing offers is fundamental to the customer-oriented quality concept Quality is inherently complex and subject to various interpretations According to the International Organization for Standardization (2005), quality is defined in standard 9000:2005 as the “degree to which a set of inherent characteristics fulfills requirements.” Consequently, the quality of a marketing offer is influenced by numerous interrelated characteristics.

Customer orientation plays a crucial role in defining quality within marketing and business process management (BPM) Garvin (1988) identifies five distinct approaches to quality definitions: the production-oriented approach, which emphasizes meeting internal quality standards through inspection; the absolute approach, which sets a minimum expectation for quality performance; the value-oriented concept, which assesses quality based on the price-performance ratio; and the customer-oriented quality concept, where quality is measured by how well a marketing offer meets customer expectations Unlike product quality, which relies on objective criteria, customer-oriented quality is based on subjective perceptions, with the customer's opinion determining the level of fulfillment This nuanced understanding of quality will be further explored in the subsequent sections.

Transformation of Value Creation and the increased Awareness of the

Creating customer value is essential for customer orientation, requiring companies to develop high-quality offers that meet customer needs Buying behavior is largely influenced by the perceived added value of these offers, as outlined in various quality models This chapter explores the evolving perspective on value creation, highlighting the importance of customer processes in these frameworks It emphasizes the shift from a product and service focus to an experience-oriented approach to value creation, such as value-in-use.

Figure 3 Profit chain of customer orientation (modified from Bruhn 2011, p 11)

24 Customer Orientation and the Diffusion of process-based Approaches in Marketing and BPM

3.1.2.1 Product Orientation: an internal View

In the early development of formal marketing, the focus was primarily on tangible goods, emphasizing that economic exchanges revolve around these products and their industrial production (Vargo and Lusch 2008a, p 2) To maximize profit, economic activities aimed to establish targets for efficient production and distribution of outputs The value of a product was largely determined by its nominal exchange price (value-in-exchange), with providers viewing value creation as complete upon product delivery and ownership transfer, while customers merely received and consumed this value Consequently, the concept of value creation was limited to internal activities, neglecting the customer’s role in the process.

The industrial revolution and the evolving perspectives in economic science, particularly highlighted in Adam Smith's seminal work "The Wealth of Nations" (first published in 1776), significantly influenced the understanding of value as an inherent property of goods This product-oriented approach emphasizes that quality is determined by the characteristics of the goods themselves.

The economic doctrine emphasized a production and sales-oriented approach in management, prioritizing product specifications, mass distribution, and efficiency This led to a focus on product attributes, where added value was derived from an increase in both quantity and quality of features Profit maximization was achieved by aligning prices with supply and demand equilibrium while optimizing the supply chain, with marketing efforts concentrated on effective promotion of products.

Focusing on the quality of internal operations enables providers to enhance production efficiency and reduce costs A primary objective for companies is profit maximization, which necessitates economically efficient work processes Given the scarcity of goods, businesses must optimize the relationship between inputs and outputs to achieve maximum benefits with minimal resource expenditure Therefore, economic efficiency is defined by attaining the best possible ratio of inputs to benefits.

Customer orientation plays a crucial role in the diffusion of process-based approaches in marketing and business process management (BPM) The minimum principle focuses on achieving a fixed output with minimal resources, while the maximum principle emphasizes maximizing output with a set input Efficiency, defined as the ratio of input to output, is a relative measure best understood through comparisons with industry benchmarks or historical performance In marketing, efficiency pertains to maximizing target achievement with available resources, while effectiveness evaluates whether the right objectives are pursued The distinction lies in operational versus strategic considerations, with efficiency aiming for maximum output with minimal resource expenditure This concept of quantitative efficiency suggests that an improved input-output ratio, even at the cost of quality, can still be deemed efficient.

However, such an inward looking approach might lead to market myopia (Levitt

A product-oriented approach may lead companies to prioritize their own needs over those of their customers, potentially resulting in a misalignment of business objectives and a subsequent decline in demand This issue is particularly pronounced in affluent societies where the market has shifted from sellers to buyers, creating a surplus of supply In this context, companies must focus on engaging customers and fostering brand loyalty to effectively stimulate interest in their products.

3.1.2.2 Services Marketing: the Customer as Value Creation Participant

Services have traditionally been viewed as supplementary advantages that increase the value of goods According to Adam Smith (2010, p 314; originally published in 1776), services do not contribute to a nation's wealth because they do not generate a surplus of commodities.

In 1884, Bastiat argued against the conventional view of services, asserting that they are exchanged for services and form the foundation of the economy He emphasized the concept of value-in-use, suggesting that products alone provide value However, this perspective was overshadowed by a materialistic approach that aligned more closely with the mathematical models of natural sciences As a result, the economic significance of services, as noted by thinkers like Malthus and Say, was largely overlooked, leading to the dominance of goods-dominant logic (GDL), which focuses primarily on product orientation (Vargo and Lusch 2008a, p 255).

Since the onset of post-industrial societies around 1970, research on service-based value creation has surged, as economic wealth increasingly stems from services rather than traditional manufacturing In Europe, the gross domestic product typically reflects a 30/70 product-service ratio, which is mirrored in employment rates across the region.

Despite significant advancements in the automation of goods production, there remains a critical need for further research into service-related areas like logistics and commercialization for effective product distribution and sales Originating from economics, this focus on service research has increasingly influenced diverse fields, including marketing, operations, and information systems (Spohrer and Maglio 2011, pp 168–171).

Service marketing emerged in the 1960s as a significant area of research, concentrating on the fundamental characteristics of services and their managerial implications.

In 1964, a call was made for a clear redefinition of services to enhance their visibility in marketing Shostack (1977) reinforced this idea by arguing that service marketing must distinguish itself from product marketing Achieving this distinction requires research to delve into the structural definitions of services, highlighting their unique managerial implications.

To grasp the service-based perspective on value creation, it is essential to emphasize the unique characteristics of services This chapter provides a brief overview of the nature of services, highlighting that the term encompasses a diverse array of ideas and concepts, which complicates its definition.

Customer orientation plays a crucial role in the diffusion of process-based approaches in marketing and business process management (BPM) Definitions in this context should be viewed as suitable constructs that capture the essence of a subject rather than being deemed incorrect A thorough examination of the unique characteristics of services can be effectively organized by analyzing the service production process.

The Need for a substantiated Process View on the Customer

Before moving on to the field of Business Process Management, it is advisable that we sum up the consolidated findings and highlight the line of argumentation so far Table

3 compactly illustrates the shift of concepts and highlights the rising importance of customer processes

Table 3 Conceptual transitions (modified from Lusch and Vargo 2006, p 286)

The author highlights the crucial role of customer orientation in driving a company's long-term profits, emphasizing the interconnectedness of customer value, perceived quality, customer satisfaction, and effectiveness, all of which significantly influence customer retention and economic success Historically, marketing management focused primarily on the production and efficiency of physical goods, assessing marketing offers based on technical quality and product features, while largely neglecting customer activities and concentrating instead on internal processes.

Internalprocesses Interactionprocesses Customerand usage processes

Emerging research in service marketing highlights the importance of customer involvement in the service production process, necessitating direct interaction between providers and customers As customers engage in this process, they become co-producers of value, making interaction processes crucial for analysis Quality models have adapted to this shift by incorporating functional quality dimensions, including interaction and the physical environment, alongside outcome quality Additionally, methodologies like Service Blueprinting emphasize the essential need for a process-oriented perspective on value creation.

The shift to a service-dominant logic emphasizes the immateriality of value, opening up new perspectives on value creation that prioritize the customer as a co-creator This approach recognizes the importance of customer processes, leading to an expansion of quality models to encompass the overall experiences during interactions between providers and customers Consequently, these models now integrate customer usage processes as a key aspect of quality perception, as highlighted by researchers such as Grűnross, Lusch and Vargo, Payne, Storbacka and Frow, and Xie, Bagozzi, and Troye.

Some researchers emphasize the importance of process leadership in customer interactions, suggesting that it is the customer who essentially drives the process (Potts, 2010) Companies must analyze their role within the customer's journey, which encompasses three key stages: pre-purchase, interaction (including after-sales services), and usage (Blackwell, Miniard, and Engel, 2005) Slater and Narver (1994) argue that to create superior value for buyers, sellers must understand the buyer's entire value chain, considering its evolution over time According to Behara, Fontenot, and Gresham (2002), customer processes are comprehensively defined by Heckl and Moorman (2007) as the entirety of these interactions.

Customer processes encompass the entire journey that individuals undertake to fulfill a desire or resolve an issue, involving every step until a specific need is met These processes extend beyond direct interactions with the provider, incorporating all activities undertaken by the customer, including pre-purchase actions, interactions during the purchase, usage of the product or service, and independent processes that occur outside of the provider's influence.

Weiber and Hửrstrup (2009) advocate for a shift in perspective from customer integration, where customers are viewed as external elements within provider processes, to provider integration, which reflects this dynamic This viewpoint is supported by research from Arnould and Price (2003), Shaw and Ivens (2004), Turnbull (2009), and Verhoef et al (2009).

Thus, understanding customer desires and the creation of appropriate value propositions require that one comprehend the customers’ entire value chain (Narver and Slater

To effectively understand customer needs and enhance customer value, it is essential to break down their value chain into specific processes This approach allows businesses to adopt the customer’s perspective, assess the quality of their experience, and tailor marketing offers accordingly.

Effective management of customer processes requires appropriate methods and tools, though research in this area is still developing One notable method is Service Blueprinting, which will be explored in detail in chapter 4.1.1.2, focusing on interaction processes Frauendorf (2006) expands on this method, referencing Flieò (2001), to propose its application on the buyer's side in B2B service transactions The foundational concepts of these studies draw from transaction cost theory (Coase 1937; Williamson 1979) and scripts (Schank 1975), which collectively illustrate the interactive value creation processes anticipated by customers Building on these insights, Frauendorf, along with Kleinaltenkamp and Eichentopf, revisits the discussion on scripts and introduces a relevant typology.

Payne, Storbacka, and Frow (2008) identified three types of encounters and mapped the processes involving customers and suppliers Richardson (2010), Creative Director at frogdesign, provided a practical perspective on this by illustrating a customer journey map in the Harvard Business Review Blog, which outlines the steps customers take Additionally, Weiber and Hửrstrup (2009) introduced the concept of a “usage print” to enhance provider integration, further enriching the discussion on customer interactions.

“Customer activity chain” (i.a Sawhney, Balasubramanian and Krishnan 2003) and

“Customer Experience Modeling” (Teixeira et al 2012) both of which propose to set the focus of process analysis to the customers’ side

While various methods aid in structuring process elements, they often fall short of providing a comprehensive and consistent approach to modeling and managing processes Many representations are simplistic and abstract, with significant variations in syntax among the different methods Even within the same method, inconsistencies arise, as seen in the Service Blueprint examples from Flieò and Kleinaltenkamp (2004), Kingman-Brundage (1995), and Shostack (1982) Such discrepancies can result in misunderstandings and misinterpretations.

While developing a comprehensive modeling language is not a primary focus of marketing, the complexity of current methods complicates the illustration and management of intricate processes The marketing field lacks tools and software for effectively visualizing these processes, making it difficult to store additional information without sacrificing clarity Business Process Management (BPM) specifically addresses these challenges, suggesting that integrating BPM approaches could greatly enhance research on customer processes in marketing.

In summary, Chapter 3.1 emphasizes that value creation is essential for effective customer orientation and is crucial for maintaining economic success Over the past few decades, the perspective on value creation has evolved towards a service-dominated logic, highlighting the significance of customer processes in the value creation framework.

Customer orientation is increasingly vital in marketing and Business Process Management (BPM), highlighting the need for effective modeling of customer processes Despite its importance, there remains a significant gap in formal methods designed to accurately capture and represent these processes.

The Role of the Customer in Business Process Management

Business Process Management in Information Systems

Business Process Management (BPM) is an approach focused on structuring and redesigning activities to enhance economic performance, as all work can be viewed as process work (Hammer, 2010) BPM organizes these activities through control flows that manage their interrelations While definitions of business processes may differ, there is a consensus on key characteristics For example, Davenport (1993) describes a business process as a structured and measured set of activities aimed at delivering a specific output for a targeted customer or market.

38) state that a business process is “…a collection of activities that takes one or more kinds of input and creates an output that is of value to the customer.” Accordingly, business processes coordinate and organize a collection of activities Management comprises the planning, directing and controlling of an organization Hence, BPM includes “…concepts, methods and techniques to support the design, administration, configuration, enactment, and analysis of business processes” (Weske 2009, p 5)

According to Harmon (2010), Business Process Management (BPM) is rooted in three key traditions The first tradition, derived from Taylor’s work on work simplification, emphasizes the division of labor and process segmentation, focusing on technical quality through concepts like Total Quality Management and Six Sigma The second tradition is Business Management, which has not sufficiently highlighted the importance of process optimization.

Customer orientation has significantly influenced the diffusion of process-based approaches in marketing and Business Process Management (BPM) Key concepts like Porter’s Value Chain and the Balanced Scorecard have established the importance of measuring internal business processes While early Information Technology primarily focused on automating activities, BPM emphasizes that business processes can exist independently of the IT systems used to support them Today, the automation of these processes is referred to as workflow management The 1990s saw the rise of Business Process Reengineering (BPR), which encouraged organizations to view their operations as comprehensive processes This led to the development of Business Process Modeling tools and techniques, solidifying BPM's role within the Information Systems (IS) community Consequently, BPM has become a vital topic in IS research, integrating various methodologies from its foundational traditions.

Business Process Management (BPM) encompasses a diverse array of elements crucial for organizational efficiency According to Rosemann and vom Brocke (2010), BPM is defined by six core elements and five essential capability areas that align with its various aspects Among these, process design and modeling stand out as fundamental components, highlighting their importance in the BPM framework.

A Literature Review on Customer Processes in Business Process

Chapter 3.1 highlights that marketing views customer processes as crucial for value creation, yet it often lacks formal methodologies Business Process Management (BPM), with its modeling techniques, offers a potential solution to address this deficiency.

A comprehensive literature review is essential to assess the current state of customer-oriented Business Process Management (BPM) research, particularly in understanding how customer processes are integrated and modeled within BPM frameworks Existing studies indicate that BPM often emphasizes optimizing production processes with limited focus on customer intelligence, as noted by Batista, Smart, and Maull (2008) This review argues that while customer needs are crucial for sustaining revenue, traditional BPM approaches tend to adopt an inside-out perspective Therefore, it is vital to explore how customer management and processes are represented in BPM literature The aim of this review is to provide an overview of existing research on customer process concepts in BPM.

What is the current state of research on customer processes in Business Process Man- agement related literature?

This chapter addresses key concepts and debates surrounding customer perspectives by reviewing and analyzing relevant articles from established databases Following the literature review framework proposed by vom Brocke et al (2009), the subsequent three sub-chapters provide in-depth insights into the review process, covering background, design, analysis, and discussion The final sub-chapter offers a summary of the findings.

3.2.2.1 Reviewing customer-related Concepts in Business Process Man- agement

A thorough literature review is essential for grounding research in existing knowledge within relevant fields Conducting a literature review early in the research process helps identify key concepts and frameworks, ensuring a solid foundation for subsequent investigations (Baker, 2000).

The article provides a summary and discussion of existing research on customer orientation and process-based approaches in marketing and BPM, highlighting the strengths and weaknesses of current knowledge It serves to organize and evaluate research progress, identifying inconsistencies and gaps in the literature Additionally, it underscores the importance of further research to address these gaps and offers concluding proposals for future steps For more insights on the significance of literature reviews, refer to Hart (1998, p 29).

A literature review plays a crucial role in enhancing the relevance of research by avoiding redundant investigations into existing knowledge and demonstrating the integration of current insights into the research process A rigorous literature review not only strengthens the justification for the research's relevance but is also a fundamental component of the overall rigor of the research project The rigor of a literature review is established through its validity and reliability (vom Brocke et al 2009, p.4).

The validity of a review hinges on how effectively it addresses the specific research question, focusing on the careful selection of keywords, databases, and relevant journals For example, a comprehensive review of Business Process Management (BPM) concepts must include an analysis of key publications such as the "Business Process Management Journal" to ensure thoroughness and accuracy in the search process.

The reliability element describes the replicability of the review process and its results

Reliability in research is established when consistent results are obtained regardless of the investigator, achieved through repeated searches under identical conditions This consistency can be ensured by thoroughly documenting the search process, providing readers with a clear understanding of each step taken.

The design of a literature review is crucial for ensuring scientific rigor; however, many publications lack adequate documentation of their search processes This deficiency limits the transparency regarding the validity and reliability of the review findings, as highlighted by vom Brocke et al.

(2009) showed that most review articles that have been published in ten major Infor-

The article highlights the inadequacy of documentation in Information Systems (IS) journals regarding the literature review process, emphasizing the need for more rigor It introduces a guideline that integrates relevant publications on conducting literature reviews, representing the current best practices in the IS domain This review adheres to the principles outlined in the guideline, serving as a confirmation of its effectiveness The framework proposed consists of five phases for conducting literature reviews, as illustrated in Figure 6 Additionally, the review takes into account the guidelines established by vom Brocke et al (2009).

IS related publications that provide further information on how to conduct a literature review (Levy and Ellis 2006; Randolph 2009; Vanwersch et al 2011; Webster and Watson 2002)

Figure 6 Framework of literature reviewing (modified from vom Brocke et al 2009, pp 8-9), full-page illustration in Appendix 4 Definition of Review Scope

To initiate a literature review, it is essential to define its scope Cooper's taxonomy (1988) provides a framework for understanding the review's characteristics, which can be categorized into six key areas: focus, goal, coverage, organization, audience, and perspective.

Most literature reviews concentrate on key elements such as research outcomes, methods, theories, and applications Research outcomes encompass the findings and conclusions drawn from studies, while methods refer to the various techniques employed Theories represent the foundational principles that underpin the research.

This review examines the application of customer process concepts within Business Process Management (BPM), highlighting their role as fundamental building blocks for effective methodologies.

This review aims to critically analyze the current research on Business Process Management (BPM) by exploring the extent to which customer process concepts have been integrated and identifying existing gaps in the literature While the primary focus is on this integration, the review also encompasses broader objectives, such as synthesizing findings and addressing key issues within the field.

Reviews can vary in coverage from exhaustive to pivotal, with exhaustive reviews considering all relevant publications and pivotal reviews focusing on central articles This particular review is comprehensive, concentrating primarily on journal articles and conference papers, with minimal attention to books, thus classifying it as an exhaustive review with selective citation Phase 3 will provide a detailed illustration of the coverage through the literature search process.

Problem Definition and Solution Objectives

This section summarizes the insights gained thus far, as recommended by the Design Science Research Methodology (DSRM), and outlines the identified research gap from Chapter 3 It defines the core problem while articulating the objectives and specifications that the proposed problem-solving artifact must fulfill.

Chapter 3.1 emphasizes the critical role of customer orientation in achieving economic success, highlighting the creation of customer value as a core component The transition from a focus on products and services to an emphasis on overall experience quality, which includes value-in-use, underscores the necessity of a process-based perspective According to Service-Dominant Logic (SDL) and customer experience concepts, value is generated not only through interactions with providers but also through the autonomous processes customers engage in following direct contact However, research on usage processes is still in its infancy, with limited approaches available, particularly in the absence of formal methods to model interaction and usage processes.

Chapter 3.2 emphasizes Business Process Management (BPM), a discipline dedicated to the planning, management, and control of processes While BPM is a holistic approach encompassing various elements, process models play a pivotal role in understanding and designing these processes (Rosemann and vom Brocke 2010, p.112).

“…to enable their analysis business processes are represented in models”

Process models are essential in understanding business dynamics, yet both marketing and Business Process Management (BPM) currently lack formal methods for modeling customer processes The literature indicates that BPM has only recently begun to acknowledge the unique characteristics of provider-customer interactions in service production, lagging nearly two decades behind Furthermore, the Service-Dominant Logic (SDL) and related usage processes remain unaddressed within BPM frameworks While BPM holds the potential to structurally represent these interactions, it has yet to fully incorporate customer processes into its modeling practices.

Chapter 3.1 and 3.2 highlight a significant issue in Business Process Management: the absence of effective methods for capturing, documenting, analyzing, and designing customer processes Winter et al (2012, p 405) emphasize the need for enhanced methods to address the dynamics of these processes This raises the critical question of how to model customer processes for better illustration, analysis, and support The goal is to develop a method that enables the effective modeling of customer processes, which must meet four specific requirements outlined in the artifact's profile.

To ensure the artifact's effectiveness, it must integrate established Business Process Management (BPM) methods and modeling techniques, as process modeling serves as the foundation of BPM Extensive research has led to robust, empirically validated approaches, enhancing the artifact's credibility Additionally, aligning the artifact with existing methodologies is crucial for fostering acceptance within the research community.

Requirement 2 – Capability to integrate marketing concepts on value creation: The second requirement emerges from the identified research gap Recently emerged

Customer orientation plays a crucial role in the integration of process-based approaches in marketing and Business Process Management (BPM) Despite the significance of value creation, it remains underexplored within BPM frameworks Recognizing the unique attributes of services and adopting a service-dominant logic highlights the necessity of focusing on interaction and usage processes to enhance customer engagement and satisfaction.

Therefore the artifact should provide the ability to model either interaction or usage processes Most suitable would be a modeling method capable of modeling both kinds of processes

To enhance awareness of customer processes, it is essential that the artifact clearly highlights their significance, as they have been largely overlooked in current BPM research By using the artifact, users will gain insight into their usage processes and better understand the concept of value-in-use.

Requirement 4 emphasizes the classification of process elements, highlighting that a straightforward depiction of customer processes aids in analyzing their characteristics Current modeling languages enhance this analysis by organizing process elements into a structured grid known as swimlanes, which represent distinct criteria It is essential for new modeling artifacts to incorporate this dimension of process illustration for improved clarity and effectiveness.

To enhance the understanding of interaction and usage processes, it's essential to incorporate additional information along gridlines that categorize process elements based on relevant criteria By segmenting these elements according to specific issues, we can contextualize the processes within a managerial framework For effective planning and management of customer processes, this approach should explicitly reference concepts and design options that impact effectiveness, such as internalization versus externalization and the support of usage processes.

Activity 2 of the Design Science Research Methodology (DSRM) refines the problem definition into a clear profile of requirements This clarity facilitates understanding of the specific aspects considered in the developed artifact and allows for evaluation of its alignment with the identified problem.

4 A Blueprint of the Customer – Design of a Method for an extended View on Customer Processes in BPM

Once the problem is identified, the motivation for research outlined, and the objectives defined, the Design Science Research Methodology (DSRM) proceeds to schedule the design, development, and demonstration of the artifact While each activity within the DSRM is scientifically valuable, the designed artifact often becomes the focal point of research projects due to its anticipated practical benefits.

The design of the artifact is crucial, leading to a detailed documentation of its development process and application model This chapter focuses on the artifact's design and its practical use, with sub-chapter 4.1 outlining the fundamental concept, origins, and development journey, while highlighting the emerging implications.

Sub-chapter 4.2 explores the application of the artifact and introduces a customer-focused, multi-stage procedural model for analyzing customer processes Prior to evaluating the artifact in chapter 5, this section verifies the fulfillment of the proposed requirements through logical reasoning.

Business Process Blueprinting: the Combination of two Disciplines

Deriving a Method for a customer-integrated View on Processes

The concept presented in the working paper by Gersch, Goeke, and Lux (2006) merges two key methodologies: Business Process Modeling and Service Blueprinting Business Process Modeling utilizes various models and techniques to visualize business processes and their information, while Service Blueprinting focuses on depicting provider-customer interactions from the customer's perspective By integrating these approaches, Business Process Blueprinting effectively addresses the gap between operational processes and customer experiences.

The article presents a method that integrates 77 disciplines, allowing for a broader perspective while maintaining established frameworks This approach facilitates valuable insights and serves as a common language, bridging the gap between different fields of study.

4.1.1.1 Principles of Business Process Modeling

The developed method utilizes Business Process Modeling, with its principles thoroughly detailed in this chapter According to Stachowiak (1973), models possess three key characteristics: mapping, reduction, and pragmatism They serve as a simplified representation of an original for a specific purpose, illustrating parts of the original subjectively As such, models should not be judged as true or false but rather evaluated for their contextual validity and consistency (Winter 2003) Leist (2002) further identifies various purposes of models, categorizing them into four distinct groups based on an extensive literature review.

Instructions: The abstraction of a subject into a model can be very useful to impart knowledge For instance, new employees can familiarize themselves faster with their working processes and operating activities

A model can provide a foundational framework for both internal and external communication, facilitating a unified perspective on relevant topics during discussions across various divisions.

2008, p 61) and between different research disciplines (e.g marketing and IS)

Furthermore, an issue that has been put into graphs may simplify communication with external interlocutors

Analysis: Besides providing a communication basis, a model may also serve as a foundation for structured analysis, such as process controlling or audits In BPM,

A comprehensive blueprint of the customer involves designing a method to gain an extended view of business processes Techniques such as failure mode and effects analysis (FMEA) are frequently utilized to identify and address weaknesses within these processes, as highlighted by Stamatis (2003).

Design relies heavily on models that formalize necessary changes in business process management (BPM) Key activities in BPM encompass modifying, combining, rearranging, or eliminating process elements, all of which can be effectively represented in models It is important to distinguish between creating entirely new designs and optimizing or reorganizing existing ones.

Models simplify complex issues by focusing on selected elements of reality, making the subject matter clearer and more manageable (Ludolph 1997) To preserve important information, enterprise models typically feature multiple layers and views, each emphasizing different aspects through distinct notations while maintaining connections via interfaces A prominent example is Scheer’s Architecture of Integrated Information Systems (ARIS), a leading tool in Business Process Modeling (Blechar 2010) ARIS effectively delineates the area of interest by offering comprehensive perspectives, including organizational, functional, data, and control views.

Process models enhance the understanding of economic activities by distinguishing between "as-is" and "as-should" models The "as-is" model represents the current process, while the "as-should" model depicts the ideal process layout A key objective is to identify improvement opportunities, such as eliminating, merging, parallelizing, and automating activities, which can reduce interfaces and avoid redundancies These generic activities, as outlined by Malone et al (1999), are reflected in process models, facilitating the identification of problems and potential enhancements in the current process layout.

A Blueprint of the Customer – Design of a Method for an extended View 79 plementation of solutions via the “as-should” model drives process efficiency (and if considered effectiveness)

Normed modeling languages serve as tools for abstraction, primarily represented through diagrams According to Gadatsch (2010, p 71), these languages can be categorized into three types: data flow-oriented methods like IDEF, control flow-oriented methods such as eEPC, BPMN, and Petri nets, and object-oriented methods like UML This thesis focuses on control flow-oriented modeling techniques, specifically alternating between the enhanced Event-driven Process Chain (eEPC) as outlined by Scheer (2000b) and Business Process Modeling and Notation (BPMN) as defined by OMG (2011).

The fundamental concept of various modeling languages remains similar, differing primarily in their unique elements tailored to specific Enterprise Resource Planning and Enterprise Architecture tools Given the ARIS framework's prominence in the market, particularly with its use of event-driven EPCs (eEPCs), this article will illustrate process modeling through this language An eEPC is composed of two main elements and additional supporting components, all interconnected by lines.

Functions represent the active element of the eEPC They illustrate a sub-process or an individual activity

Events are the passive element of the eEPC They represent the environmental conditions and circumstances as results of one or more activities Events are the connecting elements between functions

Connecting events with functions creates a linear sequence representation of a process Logic connectors can illustrate complex processes involving parallel or cyclic activities Additional components, such as organizational units or documents, enhance the representation by providing more detailed information As these elements were incorporated later, the EPC is considered enhanced, allowing for a comprehensive description of the process Attributes can also be aligned with these elements.

80 A Blueprint of the Customer – Design of a Method for an extended View elements to add further information Figure 13 shows an overview of the most important EPC elements

Figure 13 Core elements of an eEPC (Gersch, Hewing and Schửler 2011, p 737)

The eEPC outlines the specific events that trigger functions, which are executed by organizational units, individuals, or systems to produce outputs that subsequently initiate new events The control flow links these elements, ensuring a structured sequence of actions The detail level of the eEPC is determined by its intended purpose.

To effectively model overall processes, start with a broad overview and gradually incorporate detailed sub-processes, organizing them into a hierarchical structure This approach enables scaling from comprehensive process landscapes to essential core processes and even down to specific elemental functions.

Operators facilitate the representation of complex, non-linear processes in various systems The AND-connector enables parallel sequences, while OR operators indicate alternative pathways within a process The EXCLUSIVE OR operator, commonly referred to as XOR, ensures that only one alternative branch is executed at any given time This bilateral interaction between events and functions allows for the visualization of temporal process logic in a process flow diagram, as illustrated in Appendix 7 with a version of this process in eEPC.

A Blueprint of the Customer – Design of a Method for an extended View 81

Business Process Modeling (BPM) emphasizes internal company activities, yet current methods maintain an inside-out perspective Through process mapping, analysis, and design, BPM aims to enhance process flow and boost operational efficiency.

Capturing Usage Processes: Enhancement of Business Process

Current research in Business Process Management (BPM) emphasizes understanding and designing the value creation process that culminates in a purchase or service completion However, this focus overlooks essential aspects of the customer journey, including pre-purchase activities and post-purchase usage A significant finding from the Service-Dominant Logic (SDL) discourse highlights that the usage phase is crucial in shaping customer experiences and overall satisfaction.

A comprehensive understanding of customer behavior is essential for enhancing overall satisfaction, as highlighted by Lemke, Clark, and Wilson (2011) Customers typically realize significant benefits after engaging with traditional value activities provided by organizations, such as knowledge gained from universities or seminars The effectiveness and efficiency of these benefits are heavily influenced by how customers utilize the resources offered However, providers often lack the tools to effectively monitor customer usage due to challenges in collecting data on independently conducted customer processes Fortunately, advancements in Information Technology, particularly through digitalization and Web 2.0 applications, are transforming this landscape These technologies, including mobile internet and computer-mediated learning platforms, enable better analysis and tracking of customer engagement, allowing for improved support of learning processes through web-based training and interactive content like wikis.

Utilizing collected data allows for the customization of course structure and content to meet the unique needs and characteristics of each participant, thereby enhancing their individual learning experiences (Fink et al 2011).

Gabriel, Gersch and Weber 2008, 2009; Lehr 2012, p 52)

The e-transformation of industries, as outlined by Deise, Wright, and Nowikow (2000), involves three key stages of design alteration related to usage processes, which can be viewed as points along a continuum These stages highlight the evolving nature of design from a conceptual perspective.

To enhance current offerings, it is crucial to analyze usage processes that occur beyond the provider's awareness These processes play a significant role in value creation and offer valuable insights into customer requirements, behaviors, and perceptions of previous interactions By understanding these elements, providers can gain deeper insights into their customers, potentially leading to a redesign of pre-purchase, interaction, or usage processes, as well as improvements to tangible aspects of the service.

A Blueprint of the Customer – Design of a Method for an extended View 97 ble elements) to match to a larger extent the expectations of relative customer groups and provide higher customer satisfaction

The transformation of usage processes involves adjusting details to enhance user satisfaction and implementing large-scale changes in value creation This shift allows providers to influence previously independent usage processes, creating new value opportunities For example, Spotify analyzes user playlists for collaborative filtering, identifying behavioral patterns that lead to personalized recommendations Additionally, users can follow and engage with artists' playlists, fostering a closer connection between artists and their fans.

The establishment of new value chains can reveal untapped potentials for customer benefits, leading to innovative value creation structures Business models such as the Infomediary and Information Broker leverage customer data to generate value in electronic markets In the B2B sector, market research firms can monetize insights into customer usage processes For example, Telefónica S.A.'s "Dynamic Insights" service offers real-time data on customer locations Furthermore, the analysis of customer activities can also enhance value for end users, as demonstrated by Personal Life Systems, which utilizes IT to improve specific life areas through convergence.

A comprehensive customer blueprint outlines the essential devices and processes needed to manage an individual's finances and coordinate their health examinations and restoration efforts (Gersch and Hewing, 2012, pp 12–13).

Despite the benefits of analyzing usage processes highlighted by the three levels of design alteration, research in this area remains scarce, and no scientifically validated concept exists within Business Process Management (BPM) for this analysis The Business Process Blueprinting (BP²) method, which focuses on the management and evaluation of interactions between providers and customers, serves as a suitable conceptual foundation for extending the analysis to usage processes By enhancing BP², the goal is to analyze usage to better align future offerings with customer needs and unlock new value creation opportunities through the support or control of usage processes This chapter emphasizes the necessity for a structured approach to customer activities and proposes potential swimlanes for analyzing these processes The central theme is to methodologically extend the provider-customer relationship into usage processes, as illustrated in Figure 18, which reflects the concept of mirroring Service Blueprinting within the Business Process Modeling language eEPC on the customer's side.

In 2006, Frauendorf (2006, pp 49–52) picked up the idea (in reference to research on scripts and Flieò 2001, p 48) of expanding Service Blueprinting to the customer side

The analysis centers on B2B service transactions, where clients engage in production activities, allowing for a straightforward application of Service Blueprinting If detailed information about a business customer's backstage activities is accessible, these can be incorporated into the Service Blueprinting model However, this method is not universally applicable to all service transactions, as it necessitates comprehensive insights into customer activities, which are often lacking, particularly in anonymous B2C transactions Consequently, mapping secondary customer activities may become irrelevant Additionally, the title of the referenced publication underscores that the concept primarily emphasizes the interaction between provider and customer, as highlighted in Edvardsson’s (1997) discussion on customer participation in service production.

A Blueprint of the Customer outlines a method for an extended view of customer processes, defined as activities or part-processes where customers engage either passively or actively by performing specific tasks.

This thesis adopts a holistic perspective on the customer process, encompassing all activities undertaken by the customer to fulfill a specific desire It includes the stages of pre-purchase, interaction, usage, and latent processes that are independent of the provider.

Figure 18 Basic idea behind the enhanced Business Process Blueprinting

The BP² approach represents a foundational step in modeling customer usage processes by integrating Service Blueprinting with Business Process Modeling notations This enhanced BP² framework advances the traditional analysis of value creation by extending its focus to the usage phase, ultimately improving the understanding of customer interactions and experiences.

In BP² traditional value creation is usually presented from an outside-in perspective

Provider activities should be analyzed from the customer's perspective to enhance understanding of their usage processes By mirroring the principles of Service Blueprinting, providers can shift their focus to gain insights into customer activities This perspective shift allows for a comprehensive view of customer usage processes, enabling providers to better understand and meet their needs.

Furt her diagnosics and treatment

Call patient Advice patient about surgical intervention

Patient arrives at front desk

Fill out anamnesis form and wait for one’s turn

Pre-operat ive evaluation finished

Patient consents to intervention Patient rejects intervention

Medical check-up Narcotic-relevant concomitant diseases discovered

No narcotic-relevant concomitant diseases discovered

Keep record of consultation’s results Nurse

Extended BP² view to display, analyse and support usage processes Customer activites seen from the provider’s point of view

Usual BP² perspective Provider activities seen from the customer’s point of view

A comprehensive blueprint for understanding customers is essential for companies aiming to visualize and enhance their influence over customer processes This method provides a structured approach to gain deeper insights into customer behavior, enabling businesses to tailor their strategies effectively By implementing this design, organizations can better assess their impact on customer experiences and drive meaningful engagement.

Proposition of a (multi-level) Procedure Model as a Guideline for an

To enhance customer-oriented service design, it is beneficial to integrate Business Process Blueprinting with its advanced version Since the early 1980s, research on Service Design, initiated by scholars like Shostack, has primarily focused on the marketing aspects of service development This thesis promotes an interdisciplinary approach, combining Information Systems (IS) and marketing methods, and aligns with current research in Service Engineering Service Engineering systematically develops and designs services by utilizing engineering models, methods, and tools, while incorporating established marketing concepts A key focus in this field is the creation of a reference model that outlines essential considerations and activities necessary for effective service development.

Despite the variety of proposed procedure models, such as waterfall and spiral flows, many share common phases in project scheduling This similarity is noted in the works of Edvardsson and Olsson (1996), Ramaswamy (1996), and Scheuing and Johnson.

Shostack and Kingman-Brundage (1991), key developers of Service Blueprinting, emphasize the significance of a structured procedure model that begins with the design phase, encompassing "Definition," "Analysis," and "Synthesis." This iterative process continues until a comprehensive arrangement plan is developed After finalizing the master design, the next step involves implementing operational procedures, which should be thoroughly documented as a guidebook for employees prior to the market introduction of the service The procedure model concludes with a feedback loop.

Service Blueprinting serves as an essential tool in the design phase, offering an intuitive visualization of service operations that facilitates discussions and enhances the definition and synthesis processes This method not only aids in final design audits and necessary modifications but also provides a strong foundation for the implementation, documentation, and ongoing adjustments of the service offering.

Current procedure models lack integration of recent research on value-in-use and usage processes To address this gap, the author suggests incorporating the enhanced BP² framework, which emphasizes customer experience models and the Service-Dominant Logic (SDL) mindset This approach encourages designers to focus not only on interaction processes but also on usage and pre-purchase processes during service (re-)design An illustrative approach is presented in Figure 21.

Figure 21 Conceptualization of a customer-oriented service (re-)design definition

The author emphasizes four essential aspects that must be considered in any service (re-)design definition, highlighting that while other procedural models may include similar elements, they often overlook practical application This conceptual framework is adaptable to various procedural models and should be viewed as a complement rather than a replacement for existing methodologies The four aspects are interconnected, progressing from broad process descriptions to detailed specifications, and represent a multi-level approach to service design, akin to the model proposed by Patrício et al.

(2011) Their approach differentiates between the general “Value Constellation Expe- rience”, a more detailed characterization of the “Service Experience” and the very in-

Service Bundle 1 cu s to m er ac ti vi ti e s in te ra c ti o n w it h pr ov id e r pre-purchase interaction usage

The article discusses a comprehensive method for enhancing the "Service Encounter Experience" through Service Blueprinting It proposes a multi-level approach to organize markets, customer segments, business relationships, and individual transactions into a structured hierarchy This aggregation can be adapted into a Service Engineering procedure model, which shares similar phases with the aforementioned approaches.

In the following the multi-level stages are explained in more detail:

Effective requirement analysis begins with idea generation, where concepts are transformed into marketable service offerings that highlight core benefits tailored to meet customer needs and align with market conditions This phase involves creating a factsheet that outlines the essential elements of the service offer, detailing the primary performance bond of the business system and specifying the target customer demographics.

Different concepts of service delivery are evaluated, outlining the fundamental structure of service offerings The process structure defines essential workflows and core functions, allowing for the creation of service bundles and alternative process designs tailored to various customer segments For example, in the hospitality industry, accommodations can be complemented with additional services such as wellness programs or entertainment, catering to diverse clientele, including managers and families.

To optimize the design details of service bundles after determining core functions, BP² can be effectively combined with marketing methods like conjoint analysis Traditional Business Process Blueprinting is particularly suitable for these activities For a comprehensive understanding of Service Blueprinting, refer to Lovelock and Wirtz (2006, pp 232–245) Additionally, it's essential to take into account the specifications and rules of the relevant Business Process Modeling notation.

A Blueprint of the Customer – Design of a Method for an extended View 111

After launching a product and initiating service production and consumption, usage processes begin to emerge Information on these processes can be collected through primary research methods like interviews, observations, and surveys, as well as secondary research through active engagement on platforms like blogs and forums or passive methods such as sensors and user-generated data Providers can gain insights by reconfiguring infrastructure to collect usage data, which can be organized using the extended BP² framework This information can reveal new customer behavior patterns, leading to updated or entirely new service offerings Additionally, customer-generated data, such as user comments, can provide valuable insights for future transactions and influence subsequent activities, functioning as pre-purchase interactions.

Modeling using the extended version of BP² adheres to the same principles as traditional BP², albeit with distinct swimlanes For effective classification of process elements, refer to Appendix 10, which clearly delineates the association of each process element with its respective activity level.

The procedure model adopts a cyclic and iterative approach, emphasizing the importance of customer interaction during the concept and design phases while focusing on usage and pre-purchase processes in later phases By integrating detailed customer process analysis, this model fosters a customer-centered perspective in Service Engineering, serving as a guideline for modeling customer processes in Business Process Management (BPM) Collaboration with external service providers in innovation management can unveil new insights and opportunities for innovation Consequently, this guideline, along with the BP² framework, is invaluable for consultants aiming to analyze customer processes and address emerging issues As highlighted by Rosemann (2013b), this approach supports innovation-driven process management.

A customer-centric blueprint emphasizes an opportunity-driven approach, focusing on the proactive management of customer processes This method not only addresses articulated needs but also anticipates latent and future customer requirements By offering solutions that meet unrecognized needs, businesses can significantly enhance customer satisfaction and loyalty.

Research highlights that customer-generated content, such as Twitter messages, can serve as valuable triggers for companies to analyze and respond effectively through data mining (Beverland, Farrelly, and Woodhatch 2007; Tuli, Kohli, and Bharadwaj 2007; Rosemann 2011a) However, the exploration of proactive customer orientation within the marketing domain remains relatively underdeveloped (Narver, Slater, and MacLachlan 2004).

335) as well as in BPM BP² can be seen as one of the first efforts to close this gap

Revisiting the Requirements: the Artifact against the Background of the

The objectives for the artifact stem from identified research gaps and the related research problem While marketing research is evolving with SDL discussions, BPM remains entrenched in a product-oriented view of value creation, largely overlooking customer processes Additionally, marketing lacks advanced concepts for process modeling, highlighting a significant gap in formally modeling customer processes To address this conflict, four key requirements for a solution have been identified The subsequent section will evaluate the developed artifact, "Business Process Blueprinting," against these four requirements through logical reasoning.

The first two requirements related to the concepts and approaches that have been ap- proved in both disciplines In order to be able to integrate current knowledge and to

To gain acceptance within the marketing and BPM communities, a new method for modeling customer activities must build upon existing methodologies and modeling languages This approach should incorporate current marketing concepts to effectively illustrate customer interactions and usage processes The Business Process Blueprinting specifications fulfill these requirements by leveraging contemporary modeling notations and integrating the widely-used Service Blueprinting approach from marketing This method applies to usage processes that extend beyond direct provider interactions, ensuring that current syntaxes remain compatible without requiring modifications.

The BP² approach reorganizes elements from a vertical to a horizontal layout, allowing for a left-to-right flow This method integrates the lines of the Service Blueprinting seamlessly, enabling the visualization of customer interaction and usage activities without modifying existing concepts.

Requirements three and four emphasize the importance of understanding customer processes as influenced by the layout of the artifact The proposed method employs swimlanes to distinguish between various activity levels, facilitating the classification of process elements based on specific interests Additionally, established principles of Service Blueprinting have been adapted to encompass interaction processes, extending this framework to model customer usage processes effectively.

Thus, the customer and his or her processes stay in focus (requirement 3)

Traditional Business Process Blueprinting focuses on specific design questions, while the enhanced BP² method allows for a deeper understanding of usage design to better support customers in their processes This approach reveals more (re-)design options compared to conventional modeling techniques, as demonstrated in a case study Additionally, the proposed multi-level procedure model not only guides the application of the method but also enhances the emphasis on customer-centricity.

114 A Blueprint of the Customer – Design of a Method for an extended View

The developed artifact addresses all four requirements, making it sensible to evaluate its application in a real-world context The following chapter will investigate the practical implementation of this method Given that traditional BP² approaches are already well-established and accepted in both communities, the upcoming evaluation will concentrate on assessing the enhanced BP² and the management of usage processes.

5 Evaluation of Business Process Blueprinting: a Case Study on the Application of the Method to the

After the design phase has been illustrated and a procedure model proposed in chapter

This chapter assesses the utility of the artifact in relation to the problem outlined in chapter 3.3 Prior to the case study, the author highlights the importance of evaluating this research and clarifies why a case study is the most suitable approach for this evaluation.

An evaluation is a systematic assessment of the merit, worth, and significance of an entity (Hevner and Chatterjee 2010, p 109) In Design Science Research (DSR), the emphasis is on analyzing how business information is managed through IT artifacts, considering both technical aspects like accuracy and socio-technical factors such as user usefulness Evaluation plays a vital role in DSR for promotional, scholarly, and practical reasons, as it demonstrates and tests the significance of the developed artifact in problem-solving and its impact on business operations Recent developments have led to the emergence of initial evaluation frameworks in this field.

Cleven, Gubler and Hüner 2009; Pries-Heje, Baskerville and Venable 2008) current DSR literature still provides little guidance for justifying the choice of evaluation strategy and method (Sonnenberg and vom Brocke 2012a, p 71)

Figure 22 Evaluation activities within a DSR process (Sonnenberg and vom Brocke

116 Evaluation of the Business Process Blueprinting

Sonnenberg and vom Brocke (2012b) recently developed a comprehensive evaluation framework for the Design Science Research (DSR) process, consisting of four key evaluation activities This framework is briefly outlined and integrated into the current research to enhance its rigor.

According to the authors there are two points on the timeline of an artifact’s development process where an evaluation of the artifact is feasible

An ex-ante evaluation occurs prior to the construction of an artifact, generating prescriptive knowledge that guides its design This stage includes two key evaluation activities: first, assessing the problem statement and research necessity, which justifies the research gap and design objectives, focusing on criteria like "importance" and "novelty." This was detailed in chapter 3.2.2, highlighting the significance of the research The second activity involves selecting the artifact's design specifications based on feasibility, understandability, clarity, and simplicity, evaluated through logical reasoning This method demonstrated how the artifact integrates two established approaches for customer application The findings from both activities have been discussed and validated in various reviews and scholarly debates at conferences, indicating that the developed artifact aligns with current research and is accepted within research communities, thereby meeting ex-ante evaluation requirements.

Following the construction of the artifact, an ex-post evaluation is recommended to assess its application, focusing on the research process and the practical use of the artifact The initial step in this evaluation involves demonstrating the artifact's functionality through a practical example, such as tracking jogging, which showcases the application and added value of the method.

The evaluation of the Business Process Blueprinting aims to demonstrate the artifact's effectiveness in real-world business settings Various evaluation methods, including case studies, field experiments, and surveys, are employed in this process While previous evaluations (EVAL 1 to 3) have received some approval, this chapter focuses specifically on the fourth evaluation activity.

Evaluation studies typically follow a structured process, beginning with an individual or group seeking specific information Once the evaluation goals or questions are established with stakeholders, relevant investigations are carried out to gather data The final step involves reporting the results of the data analysis back to these stakeholders.

A frequent error in evaluation studies is the lack of clear articulation of the evaluation's objectives, often leading to insufficient responses to stakeholder inquiries (Jain 1991, p 14) Consequently, this chapter aims to thoroughly clarify the evaluation's intentions and its design.

This design research targets academics in Business Process Management (BPM) and seeks empirical evidence to demonstrate that the developed artifact effectively addresses real-world problems Practitioners of Design Science Research (DSR) also require validation of the method's advantages The evaluation aims to determine if the artifact resolves issues outlined in chapter 3.3 and whether it provides a beneficial model for customer processes within BPM Given the focus on a relatively nascent research area, the study aspires to explore the management of customer usage activities in greater detail Ultimately, the goal is to illustrate that customer processes can be effectively visualized in Business Process Modeling through enhanced Business Process Blueprinting, revealing new design options previously unrecognized.

Accordingly, the question of this evaluation is:

Can customer processes be illustrated and (re-)design options identified by using Business Process Blueprinting?

So far, no methodological standard has been established for the evaluation of artifacts in DSR But there is a range of methods that are typically applied (Siau and Rossi

Description of the Service “BIOTRONIK Home Monitoring®” for

Cardiac Rhythm Disorders and their Treatment

BIOTRONIK is a leading global manufacturer of implantable cardiac pacemakers and defibrillators, providing extensive solutions for diagnosing and treating cardiovascular diseases Their innovative technologies are designed to enhance and prolong patient lives.

Cardiovascular disease is the leading cause of death in Western countries and is expected to continue this trend for the foreseeable future The most prevalent types of cardiovascular diseases include cardiac infarction, arrhythmia, and insufficiency, which are briefly detailed below.

Myocardial infarction, commonly referred to as a "heart attack," occurs when heart muscle tissue (myocardium) dies due to insufficient blood and oxygen supply This condition is typically caused by a blood clot (thrombus) that forms after the rupture of an arteriosclerotic plaque in a coronary artery, resulting in vessel blockage The aftermath of a myocardial infarction can lead to the development of scar tissue in the myocardium, potentially resulting in heart failure or triggering cardiac arrhythmias.

Cardiac arrhythmia refers to an irregular heartbeat, which can manifest as bradycardia or tachycardia Bradycardia is characterized by a heart rate below 60 beats per minute and can lead to symptoms ranging from dizziness to blackouts and even cardiac arrest Conversely, tachycardia involves a sustained heart rate exceeding 100 beats per minute, potentially resulting in severe conditions such as ventricular flutter or fibrillation, which can be life-threatening or fatal.

Cardiac insufficiency, or heart failure, is a syndrome resulting from various heart conditions, including coronary artery disease, arrhythmia, and myocarditis It is characterized by the heart's inability to meet the body's metabolic needs due to impaired pumping function.

The evaluation of the Business Process Blueprinting function is essential in understanding chronic left-heart failure, which can present symptoms similar to bradycardia Additionally, right-heart failure may result in swelling of the arms, legs, or lungs due to fluid retention.

Vascular diseases are mainly treated with medication and lifestyle changes, while cardiac arrhythmia and heart failure often require additional interventions such as pacemakers (PM), implantable cardioverter-defibrillators (ICD), and cardiac resynchronization therapy (CRT) systems These implantable electronic devices function by delivering electrical impulses to stimulate the heart muscles For instance, pacemakers are specifically utilized to manage patients suffering from bradycardia.

The PM device detects heart induction and aids in stimulation through atrial or ventricular contractions Meanwhile, ICDs are engineered to stop fibrillation by delivering brief intracardiac electric shocks through a pacemaker lead positioned in the right ventricle.

Patients with heart failure who qualify may receive treatment with a Cardiac Resynchronization Therapy (CRT) device, which uses permanent electrical pulses to synchronize the function of the heart's chambers For more details on cardiovascular diseases and their treatments, refer to the European Society of Cardiology's Guidelines Compendium (2011).

The Market of Implantable Electronic Cardiovascular Devices and its

Currently, over 2,000 implantable electronic cardiovascular devices (IECDs) are offered by 26 companies, with the market largely dominated by five major players The leading manufacturers are primarily American, including Medtronic, St Jude Medical, and Boston Scientific, while BIOTRONIK stands out as the largest non-U.S manufacturer Additionally, Sorin, headquartered in Italy, is noted as the smallest company in this sector.

Producers primarily fabricate IECDs and related equipment to provide hospitals or outpatient centers with implants that are needed for the surgery of affected patients

This relationship can be classified as a B2B interaction, where producers typically lack direct access to the end customer—the patient benefiting from the electrical impulses of the devices They provide essential sub-components required for surgical procedures and post-operative care.

Evaluation of the Business Process Blueprinting 123 treatment, they mostly maintain commercial transactions only with hospitals and outpatient centers

Figure 23 Relations between the protagonists of IECD supply

When diagnosed with a cardiac arrhythmia or heart insufficiency requiring an implant, the registered doctor advises the patient on the necessary next steps and may schedule an appointment with a hospital or outpatient facility for surgery At this location, the patient receives comprehensive information about the surgical procedure.

During consultations with healthcare professionals, patients receive crucial information about implantable electronic cardiovascular devices and related options Given their typical lack of familiarity with the subject, doctors play a significant role in guiding patients' device choices For example, a physician may recommend a specific brand due to its widespread use in the area and streamlined post-operative care processes This preference can lead to referrals to hospitals that predominantly use that brand, benefiting procurement and administrative efficiency Consequently, medical technology companies must understand the hospital's purchasing decision-making processes and the key stakeholders involved.

Second, they also may woo the medics in order to trigger preferences for their own products, which can lead to a recommendation for their devices

The horizontal value chain ends in a device maintenance loop This means that after surgery, the patient needs to attend post-operation treatment at regular intervals at the

124 Evaluation of the Business Process Blueprinting outpatient centers, in which the doctor checks on device functionality and adjusts the parameters programmed to the course of the disease

IECD producers have indirect contact with end customers, and treatment financing has unique characteristics influenced by the healthcare system in each country (Wieners, 2000) Companies in the healthcare sector operate within a highly regulated environment that imposes strict limitations on administration and financing Overall, the healthcare sector can be divided into two distinct markets: the first and second healthcare markets.

The primary factor that differentiates the two markets is whether the funding for the service is provided by statutory health insurance (Gersch, Lindert, and Hewing, 2010, pp 2–3).

The second health care market operates through market-based coordination between suppliers and customers, governed by typical market economy mechanisms This sector mainly includes privately paid health-related products and services, such as over-the-counter medications and fitness and wellness services.

The first health care market, known as public health, is characterized by government-directed medical care funded through the social security system This system involves health insurance companies, where members pay an income-related fee for agreed-upon health service coverage Monitoring is integral to this provision, and integrated care concepts are not currently prioritized Companies like BIOTRONIK, which primarily operate in this market, must engage with both public and private insurance providers In Germany's public health care system, health insurance companies allocate a merit-based budget to hospitals for implant purchases, determined by the number of IECD surgeries performed in the previous year and anticipated for the upcoming period.

The evaluation of Business Process Blueprinting 125 highlights the financial dynamics in Germany's healthcare sector, where hospitals and outpatient centers receive fixed payments for each implanted device In the short term, this incentivizes facilities to reduce implant purchase prices, leading to increased savings and profitability However, as hospitals prioritize price competition and pressure manufacturers, insurance reimbursements decline, creating a potential downward spiral for device producers In response, some manufacturers seek to enhance their negotiating power by bundling sales contracts with other equipment, yet profitability remains challenging in this highly competitive market.

5.1.3 Monitoring Services for Implantable Electronic Cardiovascular Devices

In the competitive landscape of implantable electronic cardiovascular devices, companies are increasingly differentiating themselves by introducing remote monitoring systems This trend highlights a significant opportunity in the telemedicine sector to establish new standards and frameworks, allowing businesses to gain competitive advantages through innovative or revamped business models while actively engaging in transformative processes.

Four out of five IECD producers have invested in developing a standardized monitoring system, which consists of four key components The process begins with an implant that records events and transfers the collected data to a transmission device, either manually or automatically This device connects to a central server via mobile network (GPRS) or landline for data storage The stored data is then edited and prepared for presentation on a front-end platform, such as the internet, email, fax, or text messages Medical service providers can access and analyze this data, enabling them to take necessary actions, including scheduling follow-up appointments with patients.

Figure 24 Home Monitoring - path of data including business partners (modified from BIOTRONIK 2013)

To ensure compatibility with existing systems, all monitoring concepts adhere to the Health Level 7 standard, which governs data exchange between healthcare organizations' computer systems The implant collects and transmits a wide range of information, including technical parameters like battery voltage and lead impedances, as well as diagnostic conditions such as atrial and ventricular heart rhythm episodes For a comprehensive list of parameters evaluated by implants, refer to Jung et al (2008, p 77).

The monitoring service enhances outpatient care for patients with implantable cardiovascular devices by facilitating regular transmission of systemic and diagnostic data, thereby improving treatment documentation and patient management This system not only aims to reduce medical costs but also enhances patient safety and quality of life By enabling daily registration of critical events, healthcare providers can intervene promptly to prevent health deterioration It is important to note that this monitoring system is classified as a follow-up check-up rather than an emergency service, meaning the treating physician is not responsible for emergencies, despite receiving timely notifications This distinction is crucial for legal considerations Ultimately, the monitoring service complements traditional treatment, allowing for more frequent check-ups and the potential for earlier detection and intervention.

As already stated earlier, producers of devices offer such services to distinguish themselves from competitors and actively influence the development process to their own

To ensure the successful adoption and sustained use of home monitoring services, it is essential to consider the motivations of all stakeholders involved Each participant, including patients, outpatient centers, and insurance providers, must recognize the benefits and weigh the perceived advantages against potential drawbacks While hospitals primarily focus on the unit price of implanted devices and are less impacted by the service, the perspectives of patients and outpatient centers are crucial for the diffusion of the service Their positive perception of the service's benefits is vital for its acceptance and effectiveness.

Patients generally view the service positively if they do not perceive it as an invasion of privacy, provided that insurance covers the additional costs for auxiliary monitoring The benefits, such as faster diagnoses leading to quicker treatment, can significantly enhance quality of life and life expectancy For example, quicker responses can reduce the number of inadequate shocks in patients with an ICD (Mabo et al 2012) Additionally, surveys indicate that patients feel more secure knowing that the monitoring system ensures their IECD is functioning correctly (Marzegalli et al 2008; Schwab et al 2008) Another key benefit is the elimination of unnecessary follow-up visits, which saves patients time by reducing travel and waiting periods (Varma et al 2011).

BIOTRONIK Home Monitoring®

BIOTRONIK's home monitoring service, developed since the 1990s and clinically applied since 2000, is the leading monitoring service for implantable electronic cardioverter defibrillators (IECD) With a presence in 3,800 clinics across 55 countries, it boasts the largest remote monitoring community globally, making it a valuable subject for study.

Monitoring services, while sharing a common structure, exhibit significant differences that can impact their effectiveness A key competitive advantage of BIOTRONIK’s service lies in its organized approach, ensuring seamless operation for both patients and medical providers (Marzegalli et al 2008; Schoenfeld et al 2004) Patients prioritize the ease of data transmission and the reliability of the service, while medical providers appreciate the efficient workflow facilitated by the system.

Many healthcare systems rely on patient cooperation for data transmission, which can be challenging, especially for older patients who may struggle with technology or forget to activate devices Effective data analysis hinges on reliable transmission, making ease of use essential BIOTRONIK's HM service stands out as it requires no active participation from patients; instead, it automatically transmits data via a dedicated radio frequency (403 MHz) triggered by specific events, provided the patient is within two meters of the transmitter.

Otherwise the data transfer is put on hold until this is the case

In contrast to competitors' products, our long-range transmission leverages both landline and 4-band GSM and GPRS mobile technology, enabling functionality beyond the patient's stationary home and across international borders Currently, this mobile system operates in over 70 countries The transmission module, known as Cardio Messenger, comes with a pre-configured SIM card for immediate use For this data transmission service, BIOTRONIK makes a single payment per SIM card to T-Systems GmbH, which manages the communication infrastructure.

The data processing center utilizes advanced IBM technology, with additional costs for data transmission and handling being passed on to purchasers as part of the extra charges for the auxiliary monitoring service.

The Service Center front end enhances patient care efficiency by filtering and prioritizing clinical information based on user specifications, thereby reducing workload It features intuitive menu navigation for seamless operation with minimal clicks A traffic light system visually indicates event notifications in green, yellow, or red, guiding physicians to critical cases and offering a clear overview of patient statuses Additionally, physicians can activate an LED on the Cardio Messenger to request a call back from patients, further streamlining communication.

Due to the special features that enable the operation of the system without complications, the service is very much appreciated by patients and medical service providers

The rapid diffusion of the system has established it as the largest remote community globally, providing a vast database for analyzing customer activities With over 100,000 implants monitored daily worldwide, the system's extensive reach enables significant improvements in patient activities through process redesign, making it an excellent subject for a case study.

Evaluation of the Business Process Blueprinting 131

Process Mapping and Analysis using Business Process Blueprinting

The horizontal Process Chain from the Patient’s Point of View

To gain a comprehensive understanding of the modeled processes, it's essential to highlight the key internal processes related to production and marketing Typically, these processes are mapped without considering customer interactions Figure 25 presents a prototypical model that focuses solely on the company's internal processes.

Figure 25 Internal view of company processes

The shift from an internal to an external perspective highlights that the patient initiates and navigates the process chain of cardiac rhythm disorder treatment This chain begins with the detection of cardiovascular disease and concludes with a series of follow-up treatments, all designed to enhance the patient's well-being It is crucial to recognize that the patient, as the ultimate consumer, directs these processes To identify effective redesign options, illustrating the patient's value chain is essential, as it directly impacts the patient's experience Therefore, this project focuses on visualizing the core processes involved in servicing an implant patient, rather than the internal processes of BIOTRONIK’s HM service system.

Evaluation of the Business Process Blueprinting 133 terviewees mentioned above, the four main processes mapped in Figure 26 were identified for the treatment of patients with cardiac rhythm disorders

Figure 26 Core processes to service an implant patient

The process chain for managing a disorder begins with diagnosis and may culminate in a hospital referral for implantation if necessary Post-operation, patients are required to attend regular check-ups and are encouraged to modify their behaviors to positively impact their health Key sub-processes significantly enhanced by the additional Health Management (HM) service include the establishment of a Service Center platform, which provides access to implant data during routine check-ups This necessitates staff interaction with a parallel system to the existing software, allowing for pre-calculated efforts in check-up scheduling and resource management The most significant workflow change arises from the HM service's ability to detect critical events early, enabling doctors to proactively address potential cardiovascular threats or adjust treatment strategies, including programming and medication.

Visualizing the processes from the patient's perspective is beneficial, as it aligns with their experience in the IECD market While internal process models are valuable for identifying efficiency potentials, they fail to address the unique characteristics of this market Focusing on the patient's viewpoint fosters discussions on enhancing early detection through home monitoring, routine check-ups, diagnosis, implantation, and post-operative treatment compliance.

Usage process Value-in-use

The evaluation of business process blueprinting emphasizes the importance of incentives and the influence of key stakeholders, particularly doctors, who significantly impact patient decisions regarding IECDs Feedback from a company representative highlighted that the external view of processes uniquely addresses specific market conditions, making it valuable for creating presentations, handouts, and onboarding new employees Additionally, this comprehensive perspective on the overall process chain is crucial for identifying customer processes effectively.

In this case study, one of the four core processes is significantly influenced by the customer's performance The subsequent chapters will explore the use of BP² for visualizing and analyzing these processes.

Visualization of Processes

This article provides an overview of customer-oriented core processes in treating cardiac rhythm disorders, highlighting the benefits of this approach It includes a visualization of these processes, as illustrated in Figure 27, with detailed process models available in the appendix The BP² method introduces two visualization styles: a traditional top-to-bottom process model and a BP² illustration aligning process elements with specific activity layers of Service Blueprinting A direct comparison reveals the BP² model's distinct structure, enhanced by the swimlane concept, which offers additional insights through important design aspects This method not only raises awareness of customer processes but also simplifies the initiation of process models By utilizing swimlanes, processes with higher abstraction levels, such as empowerment processes in this case study, appear more organized compared to a loose arrangement without defined activity levels.

Evaluation of the Business Process Blueprinting 135 because the swimlanes assign process elements to a managerial context and thus provide a stronger focus on customer-oriented process design

Figure 27 Overview of the process models

The author developed the models using ARIS Business Architect 7.2, incorporating IDS Scheer’s eEPC modeling notations The process structure and elements were informed by discussions with the company's Communications and Marketing Manager on May 16 and 23, 2012, as well as the company's informational materials and relevant publications, including clinical and patient guidelines (Barold, Stroobandt, and Sinnaeve 2003; European Society of Cardiology 2011) Additional inquiries were addressed through telephone and email communication Furthermore, two cardiologists reviewed the processes and provided minor suggestions for improvement, particularly concerning medical terminology.

The initial focus was on illustrating the key activities and events driving the process, followed by the integration of additional elements such as organizational units, documents, and application systems To assess the adaptability of common process models to BP²-based models, the processes were first visualized in a standard layout, after which swimlanes were introduced, and process elements were realigned to their appropriate activity levels The addition of swimlanes involved straightforward drawing and labeling techniques The transition to a BP² model proved to be efficient, requiring minimal time and encountering no complications.

Register patientrecord andallocate to waiting list

The nursing staff utilizes an HIS/software system to manage patient wait times and gather medical history for the cardiologist They enlighten patients about procedures and implant options, ensuring they are informed before conducting blood collection The nursing staff introduces the surgeon and discusses the necessity of general anesthesia, with the anesthetist preparing the patient accordingly Patients must remain fasting, and if needed, the nursing staff will remove body hair and administer a sleeping pill Finally, the nursing staff transports the patient to the pre-operation waiting room before surgery begins.

The anesthesiologist and cardiologist successfully completed the surgery, ensuring proper implant selection and programming Following the procedure, the nursing staff conducted an X-ray to assess the implant's position After thorough evaluation and optimization of the settings, the patient was discharged with comprehensive post-operative care instructions.

Line of internal interaction cardiologist folllow-up every 3-6 months interface:

Routine check-up after 4 weeks

HIS/ software- system pat ient arrives at r eception

Register patient recor d and allocate to waiting list patient has beencalled and entered doctor

HIS/software- system nur sing staff check technical f unctionality (aggregate and electr odes) patient waits take medical history

The HIS/software system for cardiologist implant programming includes a head contact implant data readout that effectively analyzes both diagnostic and therapeutic information The cardiologist engages with the patient regarding their wellbeing and any significant events, ensuring that patient statements are considered during the analysis of implant data The programming is tailored to meet the cardiologist's requirements, integrating with the electronic health record to facilitate protocol adherence The cardiologist can adjust therapy as needed, while also instructing the patient on any necessary follow-up care The nursing staff is involved in managing the patient's post-operative treatment, ensuring a comprehensive approach to patient care after the procedure.

Line of inter nal interaction implant pr otocol file r esults car diologist electr onic health record insight and analyse implant data

Service Center cardiologist estimate effor t of tr eatmentplan capacities

Ser vice Center BIOTRONIK Home Monitoring pr ogramming unit incl head contact

Tr ansm ission costs worldwide uniform (contract with T-Mobile) value of a parameter out ofdefault range trans fer par ameter values e-mailSMSfax

Car dioM essenger no connec tion last transm ission>= 24h values are imported into database mar k event notific ation red and infor m medical s ervic e

M onitoring Servic e Center event notification received by analyse param eter values implant c ompare transfer red and thr eshold values

Cardio Report no relevant changes of patient state ser ious changes of patient state collect parameterv alues

Monitoring Service Center relevant c hanges of patient state m ark event notification yellow

The Service Center emphasizes the importance of updating contact information for medical service providers, particularly regarding the new threshold for Cardio Report It is crucial for patients to verify that their provider's contact details are current, as physical attendance may be required for inquiries Ensuring accurate communication channels is essential for effective interaction between patients and healthcare providers.

Line of internal interaction patient patient distanc e between the implant and

Messenger has no patient initiated transfers neces sary activate LE D at the Cardio Mes senager (c all back notification)

Monitoring Ser vice CenterCardioMessenger comm ission patient to follow-up c are interaface: Routine check-up cardiologist c ons ult pat ient pati ent

D isease not probable phy sic alinspec tion set up H olt er

The ECG setup involves conducting stress tests, blood collection events, and various cardiac examinations This includes performing echocardiography, electrophysiology tests, and tilt table tests to assess heart health comprehensively.

D isease not indicated cardiologist pati ent s tart medi cinaltherapyconduct cardioversion

SYSClass IV c onduc t ablat ionaneury smres ec t ionc onduc t

C las s ISY SClass I IS YSC las s II I blood t hi nning m edicine pat ient arriv es atrec eption

Regis ter pat ientrec ord andallocate t ow ait ing lis t

HI S/ softw are-sy st em nursing st af f patient w aits t ak e medic al his tory

A cardiologist specializing in electronic health records has recommended various diagnostic methods, including echocardiography, cardiac catheter examination, tilt table tests, electrophysiology tests, and electrocardiograms, to assess cardiac rhythm disorders caused by physical stress or occurring at rare intervals For occasional rhythm disorders, an electrocardiogram is advised Therapeutic options include medical therapy, necessary cardioversion, and ablation, as well as aneurysm resection Additionally, a consultation for implantable cardioverter-defibrillator (ICD) implantation is recommended, with patients advised to prepare for their arrival at the reception.

To register a patient record and allocate them to the waiting list, the nursing staff utilizes a health information system (HIS) to document the patient's medical history The cardiologist reviews the electronic health record and conducts an anamnesis, ensuring the patient is informed about the procedure and available implant options The nursing staff also guides the patient through the blood collection process and introduces the surgeon Decisions regarding anesthesia are made, determining whether general anesthesia is necessary or if a different anesthetic approach can be selected.

Before surgery, patients must complete necessary preparations with the anesthesiology team This includes fasting, potential hair removal by nursing staff, and the administration of a sleeping pill Once prepared, the nursing staff will transport the patient to the pre-operation waiting room for the procedure.

After the anesthesiologist and cardiologist complete the surgery, they check the implant and select the appropriate unit for programming The patient's head contact with the implant is assessed according to the established protocol The cardiologist then takes X-rays, and the nursing staff prepares for patient discharge Post-operative treatment includes optimizing the settings of the implant, with follow-up appointments scheduled every 3 to 6 months to ensure proper interface functionality.

Routine check-up after 4 weeks

H IS/ software- system pat ient arriv es atrec eption

Regis ter pat ientrec ord andallocate tow ait ing lis t pat ient has beencalled and ent ered doctor

H IS/ s of tware-s ys tem nurs ing s taff c hec k tec hnic al f unc tionalit y

(aggregate and elect rodes ) patient waits t ak e medical his tory

The H IS software system for cardiologists includes a head contact implant data readout that successfully analyzes diagnostic and therapeutic information This data is crucial for assessing patient wellbeing and addressing special events, as cardiologists utilize it to program implants according to specific requirements The electronic health record protocol allows for therapy changes while ensuring that no additional modifications are necessary After completing the implant check, follow-up care appointments are scheduled with nursing staff to provide after-operation treatment The CardioReport offers insights and analysis of implant data, enabling cardiologists to estimate the effectiveness of treatment plans and capacities through BIOTRONIK Home Monitoring.

Home Monit oringS ervic e C enter im plant protocol

BIOTRONIK Home Monitoring provides electronic health record results for cardiologists, enabling efficient programming and management of patient data The system alerts healthcare professionals when parameter values fall outside the default range, facilitating timely intervention Results can be transferred via email, SMS, or fax, ensuring seamless communication and enhanced patient care.

CardioMessenger no connection last transmission>= 24h values are import ed into dat abase mark event not ification red and inform medical service

HomeMonitoring Service Center provides timely event notifications by analyzing parameter values and comparing them against predefined thresholds The Cardio Report indicates no significant changes in the patient's condition, while serious changes in patient state prompt the collection of parameter values for further assessment.

HomeMonit oring Service Center relevant changes of pat ient st at enotification yellowmark event HomeMonit oring Service Center implant

Analyzing Usage Processes – Empowering the Patient

This chapter outlines possibilities to further support patients in their process activities

On June 13, 2012, the Communications and Marketing Manager of BIOTRONIK engaged in discussions about empowerment activities Previously introduced to SDL concepts, value-in-use, and usage processes during process mapping meetings on May 16 and 23, 2012, the representative received a detailed presentation aimed at establishing a foundation for identifying redesign options related to empowerment activities.

To assess the effectiveness of the developed artifact, an experimental examination was conducted, focusing on the cause-and-effect relationship by manipulating a specific factor (Hinkelmann and Kempthorne, 2008) This method aligns with the principles of Action Research, where the issue is explored through the introduction of changes and observation of their impacts (Hevner and Chatterjee, 2010, p 182) In this study, the altered factor was the visualization of the process, and the tasks were documented and presented to the company's representative for evaluation.

Patients with a diagnosed heart rhythm disorder can influence their long-term treatment outcomes and contribute to their own well-being through the following empowerment activities:

With the BIOTRONIK Home Monitoring service and its automatic data transfer, new possibilities arise of gaining insight into the empowerment activities of the patient

Based on the gathered information, it may be possible to redesign the service to proactively assist patients in their activities.

Consider redesign options for the Home Monitoring service that provide further insights on the patient’s empowerment activities

Consider redesign options of the Home Monitoring service that may support the patient in his empowerment activities

After providing a comprehensive overview of the usage processes and establishing clear instructions, the company representative was tasked with vocalizing potential redesign options Given the complexity and novelty of the subject, the author assumed the role of a participating observer, addressing the test subject's questions as they emerged, thereby influencing the discussion.

The procedure should not be regarded as a mere explanatory experiment detailing cognitive processing; instead, it serves to validate the effectiveness of the developed method and strengthens the proof-of-concept This examination is a comprehensive report that contributes to addressing the research question regarding the illustration of customer processes and the identification of redesign options through Business Process Blueprinting.

Measure blood pressure Observe symptoms

Keep an active way of life Exercise regularly Restrict the daily liquid intake Avoid stress

The initial illustration of the twelve activities lacked swimlanes, which contributed to the test person's difficulty in grasping the customer process modeling, as it felt abstract without a managerial context for guidance Consequently, no redesign options were proposed.

The representative utilized the structured swimlane layout of the BP² to categorize empowerment activities into specific levels, collaborating with the author in ARIS Business Architect 7.2 This process allowed the test person to gain insights into the Home Monitoring system and identify redesign options effectively The enhanced BP² layout provided a clear context for aligning activities, making it easier to explore potential shifts to lower activity levels through process redesign Following the examination, the manager noted that the method improved understanding of customer process management and the redesign of process elements, ultimately making the issues more tangible and fostering greater comprehension.

Before exploring the identified redesign options, it's essential to highlight the transformations achieved through the HM service, which provide valuable insights into the project's focus and the application of the method.

5.2.3.1 Reflecting the Change of Insight due to the Monitoring Service

Based on the extended BP² model, a BIOTRONIK representative discussed the evolving understanding of patient empowerment activities, which are typically not monitored Initially, the conversation highlighted the lack of insights into patient activities without a monitoring system, meaning that relevant therapy parameters are only analyzed during scheduled appointments Consequently, physicians only access patient data during physical check-ups, limiting their ability to track ongoing patient engagement.

Thus, the data is assessed at large intervals Empowerment activities cannot be tracked and are to be aligned above the “Line of insight”

Figure 31 Insight on the empowerment activities with the HM visualized with the extended BP²

The introduction of the HM service and the continuous transmission of system-related and diagnostic data has led to a transition of various empowerment activities from the upper layer of invisible tasks to the realm of non-influenceable activities.

The redesign of core processes for implant patients, exemplified by the introduction of a home monitoring service, enhances the tracking capabilities of service providers and physicians This service allows for the observation of daily liquid intake restrictions through impedance measurements, which can indicate fluid accumulation in patients with heart insufficiency Additionally, it enables monitoring of patient activity levels to ensure adherence to an active lifestyle By integrating heart rate data with motion detection from an accelerometer in the implantable device, a comprehensive movement profile can be created, providing deeper insights into patient behaviors and health management.

Fog of utilization Only guesses about actual usage/should be processes line of insight

No influence, but access to usage data

Usage /activities can be influenced/supported by provider line of impact line of interaction

Direct interaction between provider/customer

Line of (autonomously performed) customer activities

Measure blood pressure Observe symptoms

Keep an active way of life

Exercise regularly Restrict the daily liquid intakeAvoid stress

Evaluation of the Business Process Blueprinting 145 ters that are transmitted to the Service Center conclusions can be drawn with regard to whether medication has been taken as advised

The processing of patient data by medical professionals primarily focuses on critical interventions, yet it falls short in empowering patients to actively participate in their own care Current services lack an analysis of patient behavior and miss opportunities to engage patients in managing their health conditions effectively.

5.2.3.2 Identifying Redesign Options to support Empowerment Activities

Based on current insights into patient activity, BIOTRONIK's representative discussed redesign options to enhance empowerment activities This involves identifying design options that reduce certain activities, as visualized in the extended BP², to a more fundamental activity level The representative was tasked with considering adjustments to the classification of the twelve recommended activities, aiming to make them either traceable or influenceable by the provider The insights gained from these discussions led to the development of four redesign prospects to better support patients in their usage processes, with corresponding shifts between activity levels illustrated in Figure 31 and detailed in Appendices 20 to 24.

The bold lines emphasize the progression of activities, with graphs arranged from left to right, showcasing the continuous flow from insights to the impact layer and down to the lowest level of interaction The numbers in the lower left corner of the graphs reference the relative redesigns detailed below, providing a deeper understanding of the shifts in activities.

Figure 32 Activity drifts from an activity level to lower one on the basis of the identified redesign options

The first graph illustrates the current situations discussed in chapter 5.2.3.1 In the second graph, implementing the first redesign option results in four activities falling below the “Line of Insight.” When redesign options two and three are realized, eight activities drop below the “Line of Impact.” As outlined in redesign option four, these activities can even be positioned at the lowest activity layer The identified design options are then described in detail.

Future Prospects and further Developments in the Light of typical

The evolution of e-health and BIOTRONIK's business model can be understood through the typical stages of e-transformations identified by Deise et al (2000) They outlined four distinct stages in the diffusion of e-business, each characterized by unique features The first stage, "channel enhancement," focuses on operational improvements in the production and delivery of goods and services, exemplified by the use of emails and intranets to streamline communication The subsequent stage, "value chain integration," involves leveraging technology to optimize interactions and data transfer among all stakeholders involved.

This stage encompasses concepts such as supply chain management and efficient consumer response, necessitating targeted investments for seamless data exchange among application systems The "industry transformation" phase signifies profound changes within an industry, frequently initiated by external companies Traditional value chains are supplanted by newly formed structures that cater to evolving customer needs through innovative service bundles The concluding stage illustrates the "convergence" of previously distinct industries that have merged.

The evaluation of Business Process Blueprinting reveals that nearly every industry impacted by e-business can be categorized into one of four distinct stages The development of these industries is influenced by various factors, including the significance of information, the complexity of the value chain, the behavior of key players, and the customers' willingness to pay (Gersch and Goeke, 2007, p 286).

Figure 33 Four stages in the diffusion of e-business (modified from Deise, Wright and Nowikow 2000, p 2)

The healthcare sector is undergoing significant transformation with the rise of e-health, telemedicine, and Ambient Assisted Living As e-health services gain acceptance, future developments in this field can be anticipated Currently, the HM service operates as a standalone application focused solely on cardiac rhythm disorders, but there is potential for its expansion to include a broader range of healthcare scenarios, moving the IECD market towards greater value chain integration.

The system's strong performance and positive customer reception position it as a foundation for expanding services into other medical indications and industries A key opportunity lies in addressing the increasing multi-morbidity among patients By establishing standards now, the company can enhance its relevance beyond the IECD market By anticipating industry transformation and convergence, the company is poised to shape its future trajectory effectively.

Ex te nd of ch an ge in tr ad it io na l st ru ct ur es

The evaluation of the Business Process Blueprinting rent system highlights its potential to become a pivotal component of e-health services through collaboration with other enterprises and an expanding network The system not only delivers direct value but also generates positive economies of scale and scope, leading to a snowball effect in its adoption This diffusion can create self-energizing demand-pull effects, where customers actively seek out the monitoring system due to its benefits, rather than relying on physicians as intermediaries for distribution Figure 34 illustrates this significant shift in demand.

Figure 34 Demand-pull instead of push due to demanders’ wants

This brief exploration demonstrates that analyzing usage processes and design alternatives, along with reflecting on the current situation, can enable individuals to proactively envision and embrace opportunities for meaningful change By doing so, one can strategically adapt existing structures to gain a competitive edge in the future.

However, there are entrepreneurial risks to bear for acquiring such an opportunity.

Summary of the Artifact’s Evaluation

Findings and Suggestions taken from the Case Study

The evaluation aimed to validate that customer processes, particularly usage processes, can be effectively visualized and analyzed using the Business Process Blueprinting method This section illustrated the interaction processes involved.

Diagnostic,postͲoperative treatment,Implantation ofdevices

The evaluation of Business Process Blueprinting reveals its effectiveness in analyzing customer activities and managing complex processes This artifact successfully addresses the challenges identified in chapter 3.3, demonstrating its utility in Business Process Modeling The case study highlights significant findings that showcase how customer processes can be optimized through this approach, ultimately enhancing overall business efficiency.

Starting with illustrations of the customer process chain offers a fresh perspective on the overall process Emphasizing the importance of understanding the customer's viewpoint reveals critical characteristics and unique selling propositions essential for effective system distribution Without this external perspective, these elements would remain unrecognized in process management By shifting focus from internal to external processes, a comprehensive analysis can now be conducted, enhancing overall process management.

The Service Blueprinting method enhances process visualization through direct interaction, providing operators with valuable insights they might otherwise overlook This approach allows for a comprehensive view of customer processes, customer perceptions, and technical elements simultaneously Additionally, it enables companies to visually represent their unique operational contexts A company representative confirmed that this artifact simplifies the management of customer processes, making them more tangible and easier to handle.

The implementation of BP² layers has effectively visualized usage processes in the eEPC modeling language Discussions with company representatives highlighted how the monitoring service has transformed insights and explored additional support for empowerment activities As a result, four new design options have been identified to enhance the company’s service offerings, including an automated reporting system.

The evaluation of the Business Process Blueprinting highlights two key design options: "Mentoring by a third-party service provider" and "Addressing patient activity challenges," which focus on resolving patients' issues in their activities Additionally, "Data insight for the patient" and "Integration of additional components" enhance service offerings by providing patients with more opportunities to gather information during their empowerment activities As discussed in chapter 5.2.4, these options may play a significant role in the future evolution of the healthcare market.

Thus, it would be considerable to develop a business system that provides medical care providers with the telemetry infrastructure to establish integrated care concepts

The analysis of usage processes involves handling sensitive data that must be managed with care, ensuring compliance with consumer and privacy protection regulations In this case study, design options should prioritize user interests, explicitly excluding insurance companies from accessing insights derived from the monitoring service and proposed redesigns.

The case study highlighted management options and offered valuable insights into the general application of the artifact The implementation process demonstrated effective usage of the artifact, revealing new information about the method's application without requiring any revisions Three key issues were identified during this analysis.

Service Blueprinting literature lacks detailed guidance on classifying process elements into specific activity levels, which can pose challenges for novices The author has compiled experiences related to common classification issues encountered while visualizing processes, providing clear insights into the nature of each activity level For future users, Appendix 10 offers a concise and accessible classification of process elements to aid in effective structuring.

The traditional BP² approach to process visualization enhances understanding of how technology allows providers to perceive usage processes Automated data insights are most effectively generated when patient-related activities in the "customer activity" swimlane are linked to technical elements within the provider's domain, particularly beneath the preparation layer This connection is evident in the initial stages of the "early detection with Home Monitoring" process, where automatic data collection provides valuable insights into patient behavior and empowerment activities.

The swimlane concept effectively highlights opportunities to observe customer activities By establishing a direct connection between the highest and lowest elements of traditional BP², we can identify these potential areas for improvement.

This aspect can be seen as the bridging element of the traditional and enhanced BP²

The analysis of usage processes in healthcare reveals two distinct approaches The first approach focuses on examining the actual activities performed by customers when utilizing the provider's service, representing an exploratory perspective In contrast, the second approach involves structuring usage processes to align with the intended purpose of the provider's service.

For instance, in this case study the analysis focused on further support of the empowerment activities the physicians recommended the patient to perform

In summary, the assessment indicates that utilizing the BP² method can effectively enhance the management of customer processes Alongside the evaluation of artifacts, recommendations for the method's implementation have also been provided.

Scientific Quality of the Evaluation and the Benefit of further Studies

Finally, the evaluation results have to be checked against common criteria for judging the quality of research Regarding case studies, Yin (2009, pp 40–45) refers in par-

The evaluation of the Business Process Blueprinting involves four commonly used logical tests This article first explains these tests and then applies them to a specific case study, demonstrating their practical implications.

Construct validity assesses whether the research concept is accurately measured, highlighting the relevance of the study's focus This case study aims to demonstrate that usage processes can be effectively managed through the application of Business Process Blueprinting.

Accordingly the measures were “applicability of artifact” and “identification of redesign options”, which have both been fulfilled

Internal validity assesses whether a causal relationship exists solely between the measured variables and the findings, ensuring that no external factors influence the results This evaluation is particularly crucial in experimental research but is also applicable to explanatory case studies In this context, the case study employs Boolean operators to examine the question, "Can customer processes be illustrated and (re-)design options identified using Business Process Blueprinting?" thereby establishing a direct causal relationship.

(3) External validity defines the extent to which findings can be generalized The question is if the study’s findings can be transferred beyond the immediate case study

While critics argue that single case studies lack generalizability, they offer valuable analytical insights that contribute to understanding the studied phenomenon, as opposed to survey research which emphasizes broader generalizations According to Yin (2009), case studies facilitate analytical generalization, allowing findings to enhance knowledge about the specific phenomenon without necessarily applying to the larger population.

While no case study can be universally applied, this investigation emphasizes critical testing, enhancing our understanding of the subject The single case demonstrates that the artifact effectively addresses the identified solutions Additionally, the e-health sector, which this case study examines, exemplifies the phenomenon of interest.

Reliability in research refers to the consistency and reproducibility of study results, indicating that other researchers can achieve similar findings This concept is essential for identifying biases and errors within a study A case study is deemed reliable when its methodology is clearly outlined, allowing readers to understand the sequence of events Additionally, providing a procedural model for applying the research method enhances the study's reliability.

The case study meets the minimum research standards and fulfills logical testing requirements However, further extensions are necessary, particularly concerning external validity Applying the findings to additional case studies in various industries is crucial for two main reasons: it would confirm the results and enhance their credibility against critiques of single case studies, and it could provide new insights into the implementation process Special attention should be directed towards assisting novices in navigating this subject to improve operability.

In conclusion, the chapter highlights the current shortcomings in Design Science Research (DSR) evaluation, noting the absence of established methodological standards or guidelines While initial approaches for artifact evaluation exist, there is no consensus on a unified direction, and current literature primarily offers overviews of accepted papers without delving into specific evaluation methods This lack of detailed guidelines hinders the advancement of the Information Systems (IS) profession To enhance acceptance and broaden appeal, it is crucial to establish a set of evaluation standards through robust discussions within the profession and collaboration with method experts This thesis serves as a case study evaluation that may contribute to addressing these gaps in DSR evaluation.

While the DSRM does not explicitly outline limitations and future prospects, recognizing these aspects is crucial for effective communication Acknowledging limitations allows the audience to understand the research boundaries and respond appropriately These limitations can also highlight current research gaps, paving the way for future studies within the community This chapter first discusses the research limitations, followed by proposed development perspectives for the BP².

Last, an outlook is given, which aggregates the point of view from very concrete concepts to global aspects of IS and embeds this research into the “big picture”.

Limitations of Research

Business Process Blueprinting (BP²) merges concepts from Business Process Management (BPM) and marketing but is still in its early developmental stages, requiring further empirical support While BP² focuses on customer-oriented process design, it has limitations and cannot fully analyze all relevant aspects For example, ARIS includes additional views such as organization, functions, and data, which also require adaptation in usage processes A deeper exploration of the interconnection between customer orientation and BPM is essential This thesis primarily addresses customer interaction and usage processes, yet it also recognizes the potential influence of pre-purchase and lateral processes that are indirectly related to the provider’s offerings, which can be effectively illustrated through the enhanced BP².

The traditional BP² method primarily benefits integrative processes, lacking value when applied to purely physical goods produced independently by manufacturers However, service-dominant logic suggests that all goods and services involve integrative activities that must be accounted for in process modeling, especially during sales processes, as usage processes emerge.

160 Limitations and Development Perspectives from every marketing offer, it is at least beneficial to apply the enhanced BP² in order to illustrate value-in-use

A key limitation of traditional Business Process Blueprinting (BP²) is that services do not always adhere to a conditional branched procedure Kingman-Brundage (1989) highlighted that service operations often deviate from the rigid flowchart paths, noting that “Service blueprints follow the service path, an operations route, which is neither black or white nor entirely consistent in terms of flowchart logic.” This observation underscores the challenges in standardizing service processes (Gersch 1995; Jacob and Kleinaltenkamp 2004) Despite this, there is usually a recognized script that outlines the essential activities The scalability of detail in Business Process Blueprinting allows users to define the process structure, offering a degree of flexibility and choice in its application.

The enhanced version of BP² has notable shortcomings, particularly in its interaction processes, which follow a general script, while usage processes vary significantly among individuals This variability poses challenges in establishing a universal usage process; although recurring process elements can be identified, they may not always be represented in a flowchart format as seen in evaluation studies Despite this, there is a shared approach to utilizing marketing offers, indicating that business analytics can effectively uncover valuable insights into customer processes and their underlying structures.

The lines of the enhanced BP² very much concentrate on the provider’s perspective on the customer and therefore focus on design options that merely concern the supplier

The (re-)design options may influence the customer, but serve primarily the provider

The proposed guidelines serve as a foundational and supplementary approach to managing usage processes It is essential to explore additional separating lines that suggest alternative redesign options for a comprehensive understanding of the topic.

Collecting data on usage processes through ICT for effective data mining presents complexities and conditions Primarily, it is essential to prioritize customer privacy Additionally, insights gained through ICT are predominantly derived from communication devices.

Exploring the limitations and development perspectives of immaterial services, such as knowledge transfer in universities, highlights the challenge of collecting usage information Further research is needed to develop methods for effectively gathering real-time experiences, similar to how mobile-phone text messaging captures user interactions (Macdonald, Wilson, and Konus 2012).

Conceivable for further insight on the customer processes is the development of a survey with central questions regarding usage

BP² currently focuses on mapping bilateral processes between a single provider and customer, excluding other providers or customers, which may overlook the impact of multiple providers on perceived quality With the increasing demand for individualized production from a single source (Montreuil and Poulin 2005), it is crucial to identify which provider has direct contact with the customer and their associated brand Research by Brady and Cronin (2001b) indicates that the behavior and presence of other customers can influence perceived quality, highlighting the need to understand how one customer's activities can affect another's perception For example, discounts given to one customer may impact the satisfaction and fairness felt by another (Darke and Dahl 2003) Therefore, illustrating the interdependencies among B2B, B2C, and C2C interactions is essential, particularly in usage processes In line with the SDL proposition that value is embedded in networks of resource integrators, the bilateral approach should ultimately expand to encompass all resource integrators.

Further evaluation of the method is necessary, particularly through a field study in a service-intensive industry to empirically validate its benefits This study should implement the proposed reference model for customer-oriented Service Engineering Additionally, the current explanations of the BP² model primarily focus on B2C markets, overlooking the important aspects of B2B applications.

Insights on an application to B2B areas would be beneficial

Concerning practical aspects another issue can be seen in the instance of missing software In order to gain attention in the community and increase practical relevance the

To enhance the integration of the 162 Limitations and Development Perspectives method, it is recommended to utilize a software template This initial integration can be effectively achieved using open-source modeling tools like ProcessMaker Open Source, Questetra BPM Suite, or Visual Paradigm for UML.

Ultimately, the method's effectiveness is limited without integration with other concepts, methods, or tools This approach of merging the method with diverse disciplinary elements will be explored in greater detail in the following chapter.

Development Perspectives: Illustrating the Method as a Toolkit

Enhancing Existing Cost Management Tools Towards an Integrated

A significant research gap exists in aligning revenues with processes, as it is essential to estimate expected revenues alongside production costs to assess the cost-effectiveness of processes Current re-engineering efforts often prioritize cost reduction, neglecting the crucial role of revenue in determining the economic viability of process designs Integrating revenue considerations into existing cost-oriented methodologies can enhance the design of economically attractive processes, marking a vital advancement toward comprehensive performance management.

The article emphasizes the importance of balancing supply-side costs and demand-side revenues, highlighting the provider's goals of earnings and flexibility alongside the customer's needs for personal value and time savings.

Evaluating customers' willingness to pay is a key method for gathering revenue information Research by Brady and Cronin (2001b) highlights that employee interactions and the characteristics of service premises significantly impact customers' quality assessments and their payment willingness The BP² framework emphasizes these interaction points as essential for aligning revenue generation with business processes By integrating this approach with effective cost management, as outlined in existing BPM tools, organizations can calculate total contribution margins for comprehensive process designs, enhancing overall financial performance.

Only favorable process designs – i.e designs with a positive total contribution margin

– would be implemented This chapter reflects on how BP² enables the evaluation of process revenues by concentrating on the customers’ willingness to pay

The focus has shifted from the costs associated with customized products or services to evaluating the total contribution margins across different process designs, necessitating a thorough analysis of revenue.

Integrating revenue-oriented elements into existing cost-focused strategies can significantly enhance the design of economically beneficial processes This approach aims to assess both revenues and costs associated with various service designs, ultimately maximizing value and efficiency.

The enhanced BP² promotes a transition from unsupported customer activities to ICT-coordinated processes, emphasizing increased interaction among previously independent tasks In the “BIOTRONIK Home Monitoring” case study, four design options are identified to aid patient empowerment While the company can assess the costs associated with each option, it requires insights into patients' willingness to pay for these layouts The key focus is understanding the value patients place on personal mentoring for empowerment activities compared to automated reporting systems or the absence of support.

From a scientific perspective, a crucial inquiry is whether variations in process elements affect an individual's willingness to pay To address this question and facilitate revenue and cost-based process management, the proposed procedure model illustrated in Figure 36 proves to be beneficial.

Figure 36 Procedure model for an integrated process revenue and cost management

To enhance effectiveness, it is essential to structure processes from the customer's perspective BP² offers methodological support for categorizing processes and their elements, emphasizing that sub-processes above the "Line of visibility," which includes usage processes, are crucial for customer interaction and perception In contrast, sub-processes located below the "Line of visibility" remain unseen by the customer, highlighting their lesser importance in terms of customer experience.

To effectively redesign a value creation process, it is essential to identify key sub-processes and "moments of truth" throughout the service journey, as highlighted by Grűnroos (1990) and Martini (2008) This involves modeling the interactions between the customer and the provider, as well as the independent usage processes from the customer's perspective Utilizing incident techniques can further enhance this identification by enabling comprehensive opinion surveys.

Identifying "moments of truth" opens up opportunities for process enhancement through redesign This stage focuses on recognizing areas for improvement and innovation, utilizing techniques from innovation management like creative thinking and lead user integration Once a range of design options is generated, the most promising alternatives can be selected through collaborative discussion.

Once the "moments of truth" and design options are established, it is essential to assess customers' willingness to pay through empirical studies While directly asking about their willingness to pay for a specific design option is straightforward, it often lacks reliability due to the artificial nature of the decision-making process Various factors can distort the results, as highlighted by researchers such as Cummings, Harrison, and Rutström (1995) and Johannesson, Liljas, and O’Conor (1997) For example, inquiries about willingness to pay may overly emphasize price, and respondents may not be fully aware of their willingness to pay without a specified price range To mitigate these influences, indirect methods of pricing are frequently employed.

Conjoint analysis is a statistical technique used to identify people's preferred attributes in decision-making (Orme, 2009) This method involves describing previously identified design options as attributes of a product or service, after which respondents rate sets of these attributes The analysis aims to uncover which attributes most significantly influence respondents' decisions, with statistical evaluation providing values for each attribute Notably, since price can be one of the attributes, it allows for the assessment of partial willingness to pay for the other attributes.

This method is highly relevant for diverse process designs incorporating various elements Ultimately, it provides reliable insights into how each attributed process element influences an individual's willingness to pay.

Before implementing the most favorable design option one needs to consider aspects of efficiency such as process cost (i.a Flieò 2006, pp 182–202; Salman 2004;

In the context of innovative services, all process elements must be considered, whereas only the affected elements need to be revised during a service redesign (Schweikart, 1997; Gadatsch, 2010) After assessing revenues and costs, the margins of various process decisions can be analyzed, leading to multiple process designs tailored for different customer groups It's important to note that yield is not the sole criterion for process design decisions; other factors, such as the working conditions of employees involved in the process, must also be taken into account.

An empirical study conducted as part of a master's thesis has successfully validated the integrated process revenue management procedure by analyzing the process variations of a copy shop service The findings suggest that changes in process elements can significantly influence customers' willingness to pay (Mitreva 2012).

Adaptive Case Management for the Analysis of Usage Processes

Recent publications have discussed the problem of unstructured processes (Swenson

Processes often do not follow a predetermined sequence, particularly in service-oriented contexts where external factors can lead to diverse process flows for achieving specific outcomes For example, the choice of examinations and therapies is heavily influenced by a patient's diagnosis and medical history While there are established rules and clearly defined sub-processes within treatment, physicians must determine the subsequent steps tailored to each case Consequently, the process can only be partially defined in advance Traditional Business Process Management (BPM) systems struggle to accommodate processes that involve the recombination of activities or the introduction of unforeseen tasks, as they primarily illustrate routine processes that are consistently executed in the same manner Although some ad-hoc exceptions are accounted for, modeling unstructured processes becomes increasingly inefficient as the number of variables and design options grows.

“routine processes” or “structured processes with ad-hoc exception” to “unstructured processes with pre-defined fragments” or even “completely unstructured processes”

As automation increasingly streamlines routine processes, Business Process Management (BPM) is shifting its focus to complex, knowledge-based processes, a trend highlighted by Dynamic Case Management and Adaptive Case Management (ACM) Swenson's anthology (2010) provides a thorough exploration of these approaches, emphasizing the use of technology and information systems to support loosely structured business processes Unlike traditional BPM, which follows a predefined workflow, this new focus prioritizes data generated from actual cases, allowing for the creation of tailored process designs based on that data (Reichert and Weber, 2012) Essentially, this approach aligns processes with data, rather than forcing data to conform to established processes (Kemsley).

2011) The data contains important information about the course of events and their

The analysis of unstructured processes can be complex and may require insights from disciplines such as Business Intelligence, Business Analytics, and Document Management to identify hidden clusters and relationships Effective Document Management enhances data pre-processing, while Business Intelligence and Analytics are essential for conducting statistical, quantitative, explanatory, and predictive analyses to uncover process patterns This approach is commonly referred to as process mining (van der Aalst, 2011).

The ACM discussion primarily centers on knowledge workers who independently develop their own processes rather than adhering to a predefined workflow (Kemsley 2011; Swenson et al 2012) While the emphasis is placed on the internal processes of providers, customer processes remain largely overlooked, despite notable similarities between the activities of customers and knowledge workers Both can exhibit unique and chaotic structures without consistent patterns This is particularly evident in usage processes, where customers operate almost autonomously with minimal, if any, support from suppliers.

By analyzing the activity logs of knowledge workers, companies can gain valuable insights into customer behavior and activities through exploratory data analysis This approach allows for a thorough examination of data collected from customers, providing a clearer understanding of how marketing offers are actually utilized.

The usage of a service or product can proceed in a similar way across every individual, but there might also be dynamic variations

The BIOTRONIK HM service utilizes the IECD to collect patient data, which is transmitted to healthcare providers via CardioMessenger By applying data mining techniques, this service aims to uncover hidden activity patterns that can enhance patient empowerment and health-related behaviors Unlike conventional methods that impose rules on data for predefined processes, this innovative approach explores data to identify potential processes and fragments, making them visually understandable through BP² with swimlanes.

170 Limitations and Development Perspectives helpful for this approach Figure 37 portrays the BP² based procedure for the analysis of usage processes

BP² facilitates the identification of customer activities during data interaction with provider systems, highlighting processes observable through technology Connections between customer-side elements and the provider's technical infrastructure, particularly in the preparation layer, indicate significant interactions, as seen in the initial stages of "early detection with Home Monitoring." The initial detection of data access marks the beginning of an exploratory usage analysis Subsequently, data mining techniques, as outlined by Berry and Linoff (2004) and further explored by Li, Reichert, and Wombacher (2011), can be utilized to identify usage processes When data analysis uncovers process fragments, these can be mapped onto the BP² gridlines, aligning process elements with the relative activity layer and providing management with a structured framework for further exploration.

Figure 37 Procedure to analyze usage processes based on BP²

BP² serves as a valuable auxiliary method for detecting, analyzing, and illustrating unstructured processes By emphasizing the often-overlooked customer perspective, integrating BP² into the realm of Adaptive Case Management (ACM) presents significant advantages.

Outlook

BP² marks a significant advancement in shifting the focus from internal provider processes to customer interactions This innovative framework not only addresses direct interactions but also encompasses the autonomous usage processes of service offerings that emerge from the collaborative service production process This research and the BP² artifact represent a transformative step in traditional business practices.

Analytics enhancedBP 2 detection of data access detection of process fragments illustration of process fragments

Despite the progress made, the limitations of the artifact remain significant, indicating that much work lies ahead Addressing these limitations and exploring new management strategies for customer processes is essential While the adaptability of the BP² concept offers a solid foundation, it may not be applicable to all problems Therefore, developing alternative conceptualizations and conducting further research on pre-purchase and latent processes would be advantageous.

Research highlights a significant gap in collaboration both within disciplines, such as BPM and Service Engineering, and with external fields like Information Systems and marketing Effective communication with external researchers is crucial for staying informed about existing knowledge and avoiding redundant efforts BPM, originating from three distinct research streams, is often overlooked by some disciplines However, as management fields increasingly adopt a process-based perspective, BPM has the potential to act as a "lingua franca," bridging various research areas and fostering interdisciplinary collaboration.

This thesis emphasizes the significance of customer processes and advocates for aligning business activities with these processes An opportunity-driven approach should analyze the customer’s "birth-to-death value chain," focusing on supporting personal processes in areas like health, finance, education, work, administration, and social life Given the complexity of these processes, especially during life changes, a guideline for navigating them is highly valuable However, corporations have yet to fully explore the commercialization of personal processes Looking forward, one could envision an information system that centralizes the coordination of these activities and provider offerings, similar to internet platforms that assist users in managing their personal processes.

Kagermann, Österle, and Jordan (2010) highlight the limitations and development perspectives in coordinating processes for specific life aspects They propose key expectations users have for process support, emphasizing the significance of customer life areas This concept of centralizing offerings opens new avenues for future research.

Research into customer activities—spanning pre-purchase, interaction, usage, and latent processes—must be integrated into a broader context The convergence of process landscapes poses a significant challenge as business is increasingly recognized as a complex system of interrelated processes While process-oriented management is well-established, the growing complexity of these landscapes, particularly regarding interoperability among institutions and the digitization of customer value chains, demands attention Issues such as outsourcing, cloud services, and IT management focus on system integration and security in the B2B sector, while B2C discussions revolve around the merging of process landscapes from the customer's perspective This evolution encompasses a range of services, including entertainment and communication, and extends into areas like "Ambient Assisted Living," "e-health," and "Smart Mobility." Innovative business models are emerging to adapt to changing value propositions, yet capturing and designing these intricate process structures remains a challenge To effectively manage these complex landscapes from both customer and supplier viewpoints, a comprehensive analysis of all relevant processes is essential.

(illustrated in the background) Thus, research for a holistic view on process landscapes is inevitable

Business Process Management (BPM) serves as a common framework among various Information Systems and acts as a unifying language across scientific disciplines While BPM traditionally focuses on an inside-out perspective, reflecting processes from the provider's viewpoint, it is essential to broaden this perspective to encompass the entire process landscape This includes integrating the process chains of business partners (B2B) and end-customers (B2C, C2C), along with their networks and diverse viewpoints BP² represents a significant advancement in enhancing process-based research, particularly in understanding the relationship between providers and customers.

This research, rooted in Design Science Research, explores the role of customer orientation within Business Process Management It highlights customer orientation as a key driving force in effective marketing strategies.

It is essential to orient one’s business to customer needs and create appropriate value

For long-lasting economic success, customers must feel confident that their needs are met according to their expectations Achieving this requires a deep understanding of the entire value chain of potential buyers, necessitating a process-based approach to map each step a customer takes to attain the desired value Recent advancements, such as service-dominant logic, have introduced new perspectives on value creation, emphasizing the importance of integrating customer usage processes that often extend beyond the provider's view Despite the existence of customer concepts, there has been limited research on effectively managing customer processes through a process-based approach.

The article examines how customer processes can be effectively captured, documented, analyzed, and continuously designed A study of existing approaches reveals the current state of research on process-oriented customer concepts, particularly in marketing and Business Process Management (BPM) Chapter 3 highlights a significant gap in BPM literature, indicating that customer processes are rarely addressed, with few methodological approaches available for modeling these processes.

With regard to Design Science Research, this thesis has aimed to close this gap of research by developing an artifact that fulfills the requirements of such an approach

Chapter 4 illustrates the integration of contemporary modeling languages with marketing techniques to incorporate the customer's perspective The research has led to the creation of an artifact known as "Business Process Blueprinting" (BP²), which emphasizes customer processes This innovative approach enables the identification and documentation of customer activities throughout their entire process chain, thereby enhancing the evaluation of customer-oriented aspects within processes.

176 Conclusion od, further insight into customers’ usage and their value-in-use can be provided for a pro-active customer management

Chapter 5 demonstrates the effectiveness of the BP² method, showcasing its applicability and benefits through a detailed case study of the "BIOTRONIK Home Monitoring" healthcare service The analysis revealed that customer processes can be effectively captured, illustrated, and analyzed, leading to the identification of redesign options that enhance the service offering Consequently, the BP² method serves as an initial solution for managing customer processes.

While BP² offers valuable insights, it has inherent limitations and cannot independently analyze all aspects The most effective strategy is to use BP² as a process-oriented foundation, allowing for the integration of additional concepts to enhance its applicability.

Chapter 6 examines the limitations of the current methodology and explores its potential as a versatile toolbox for integrating additional methods and tools It contextualizes this research within a prospective agenda for Information Systems (IS), highlighting a theme expected to gain prominence in the coming years A comprehensive summary of the advancements achieved during this research project is presented in Table 1.

Appendix 1 DSRM process model (Peffers et al 2007, p 54)

Appendix 2 Overview of preliminary work and its advancement throughout this research project

This article explores the linkage between value creation and customer orientation through a process-based perspective, referencing key works by Engelhardt (1996), Engelhardt/Klein Altenkamp/Reckenfelderbäumer (1993), Gersh (2006), and Vargo/Lusch (2004a) The preliminary work chronologically outlines the state of the art and advancements throughout this research project.

Con ce p ts that op en up the vi ew on va lu e cr ea tio n to the cu st o m er si d e

Tiêu đề	Business Process Blueprinting: A Method for Customer-Oriented Business Process Modeling
Tác giả	Michael Hewing
Trường học	Freie Universität Berlin
Thể loại	dissertation
Năm xuất bản	2013
Thành phố	Berlin

Định dạng
Số trang	239
Dung lượng	7,72 MB