Organization’s Process Technology

Organization’s Process Technology

Introduction

Customer process technology in any organization is essential for effective operation of the company. Turning to the work of Center for the Advancement of Process Technology (2010), one finds that the technology increases the focus of the firm towards its customers improving the degree of the competitiveness of the company. People including employees and customers, process and technology are the key elements that differentiate the competitiveness and efficiency of any given company from the other players in the industry.  According to Bloomberg, LeMay and Hanna (2002), organization process technology refers to the application and the study of the principles that are related to the transformation of materials and chemicals and application of techniques in developing new products and improving the existing products and ways of performing or conducting tasks with an aim of improving the competitive edge of a firm. Reference to the work of EWSPT and Conradi (2000), customer process technology in an organization determines the effectiveness and efficiency of which the company is able to retain or establish good relationships with its clients. The research paper will discuss the different types of customer process technologies that are in existence and their effectiveness.

Customer processing technologies

Goodman (2009) postulates that customer processing technologies are techniques in an organization that provides immediate connections or interfaces between a firm and its customers. An example of such technology includes teller machines in the banking systems. Customer processing technologies enhance interaction between the customers and the working staff in the company. Lindstrand, Johanson and Sharma (2006) record that traditionally, the act of direct interactions between the management and the working staff of an organization and the customers has been a low technology task or activity. With the increased development of information technology, the technology has contributed greatly to the increment in the organization-customer relationship in most of the organization.

Efficient customer processing technologies increase the relationship and satisfaction between the organization and customer leading to increased repeated clients and encouraging more individuals to purchase or their goods or seek services from such companies. The work of EWSPT and Conradi (2000) shows that technology advancements differentiate the functioning of a company from other businesses in the same sector. Information technology enables the customers to make orders for their desired products from a firm and also gives sales personnel effective information concerning the products and enabling them to deliver the sales without delay to the expected destinations. According to Goodman (2009), the technologies speeds the back office operations that make customers feel that they are being given a more responsive and customized services.

Reference to the work of Center for the Advancement of Process Technology (2010), it is evident that customer processing technology is crucial for the existence and competitiveness of an organization. The process, people including customers and technologies are necessary for effective innovation of new method and techniques and for improvement of the success of the company in the industry of operation.  People include incentives, culture, and rewards leadership among others. People are most essential in any organization for the maintenance and improvement of the competitiveness of the company. In Sushil, In Bhal and In Singh (2016) state that clients, customers, partners, employees among other individuals can contribute greatly to the success of the organization and as a result paying attention to the customer process technologies is essential to access a large pool of customers.

Bose and Sugumaran (2003) perceptively argue that process includes informal and formal rules and regulations and steps that relate to taking new ideas to implementation. Customer processing technologies help in easier follow up of the rules and help in taking new steps that can support the implementation of new ideas by gathering efficient and supportive information from customers. Turning to Lindstrand et al., (2006) technology makes it easy to drive the rules making the customer know the requirements of the company and adhering to them establishes a better understanding of the company by the customers. The technology comprises the systems that tie people and the process with an aim of creating, collaborating, and communicating in the organization that is essential for innovation. Bloomberg et al., (2002) records that the benefits of customer processing technology are that it connects individuals into a system responsible for capturing and encouraging innovation, therefore, improving the competitiveness of an organization in comparison to other players in the industry.

Types of customer process technologies

Customer processing technologies are of different types. There exist active interaction technologies including telephones, automobiles, cash machines, among other that increases concern for the customers by the clients. According to Center for the Advancement of Process Technology (2010), such technologies increase customers’ loyalty to the company or firm. Through these technological devices, customers are directly involved in creating services minimizing costs for the organization and maximizing returns. According to Goodman (2009), the second type of technology is passive interactive technologies. These technologies control customers in an organization by regulating the actions of the clients in different ways. Examples of such customer processing technologies include aircraft, lifts, moving walkways and mass transportation systems. Turning to the work of Bose and Sugumaran (2003) one finds that such technologies contribute to the success of the company through monitoring unnecessary actions by the clients and provision of transport services encouraging clients to be part of the organization. The technology plays a great role in encouraging multiple and repeated customers to the products and services of the company and therefore boosting its profitability.

Research by Evans and Wurster (2000) show that another type of customer processing technologies include the equipment that is aware or sensitive to what the customers may be holding. An example of such technologies includes security monitoring technology that is mostly in the shopping malls, supermarkets, and other institutions. The technologies increase the loyalty of the customers in purchasing their products or seeking services from such institutions because of security measures in such institutions (Panagopoulos & Business Expert Press, 2010). The main objective of such technologies is tracking the movement of customers. The technologies reduce losses that may arise as a result of damages brought about by the customers.

According to Bose and Sugumaran (2003), customer processing technologies were traditionally viewed as low technology and ineffective in most of the organization. However, due to increased competition in the market brought by the emergence of more organizations in the same sectors, most firms started adopting the technology to increase their competition edges. Today, different organizations have adopted customer processing technologies. Wagner and Zubey (2007) argue that there are the different types of customer processing technologies.

Customer-processing technology   

The technology includes the ones that transports, shapes, stores and changes the physical appearance of an object. The technology includes equipment and machines that are found in the manufacturing operations. The technology also includes display units meant to motivate customers to purchase products of a given company through displaying some samples of the goods sold.  Referring to the work of Wendt, Quist and Lloyd (2011) it is clear that through the use of display units, most individuals are motivated by the attributes of the items in the unit making them make orders from the same company. The technology also includes trucks that are involved in the transportation of products. Provision of after sale services such as transportation is essential in improving the competitiveness of an organization in comparison to its competitors.

Material processing technology

Sushil et al., (2016) argues that the technology is essential in examining new ideas from customers that can help in improving the productivity. Through material processing technologies, customers can help an organization to effectively identify and analyse changes and be able to come up with the necessary solutions for a proposed changes.

Information process technology

Information process technology is essential as it helps in collecting the data, especially from the customers by the staff members of an organization to determine their satisfaction from the company. Evans and Wurster (2000) argue that information technology that focuses on the customers is crucial for the well-being of the company. I would recommend Del Monte Company to focus more and implement information process technology.

Implementation of customer process technologies in Del Monte Company

Del Monte is an international company that involved in the production of pineapples and processing them to juice. The company has been making profits and has been effective in the market. As a consultant, I would advise the organization to implement and focus more on information process technology including increased use of information technologies to interact with customers.

Alternative technologies

According to Center for the Advancement of Process Technology (2010), information technology creates an interface between the management of an organization with the customers easily. The technology saves costs of operation and increases competitiveness of the company in comparison to other firms operating in the same sector. Bose and Sugumaran (2003) state that there exist alternative technologies that function in improving the concern for the customers by an organization hence maintains the profitability of the firm. The company can use technologies that enhance direct contact with the customers from different parts of the region. The company has an alternative of employing or establishing display units in different locations. The technique would motivate people in different areas to test the products offered by the company therefore increasing the number of customers purchasing the products from the company. Turning to the work of Wagner and Zubey (2007) one finds that the more the number of customers that a business has, the higher the profitability or returns and the better the company in terms of competition in the industry.

Long term competitive strategy

Roberts (2013) postulates that strategic capability is the potential of a business in employing competitive strategies that enable it to increase its value and success over time. Implementation of information technology in the company would help to the company to increase its competitiveness through the invention of methods that can help the company to minimize its cost and provision of new ideas on how to deal with customers to increase their satisfaction and trust from the company.

Cost of change

In the implementation of any technology in an organization, the management, and the working staff should focus on the benefits of the technique with the cost of implementing. Research by Goodman (2009) indicates that a company should select technology that is efficient in the company and can easily be changed in case it is obsolete or when there is the introduction of additional efficient technology in the work environment. Evans and Wurster (2000) record that information technology has less management cost once it is implemented and the expenditure that is involved in changing the systems is also low.

How to implement the technology

In an implementation the technology with an aim of improving the competition edge, a firm should concentrate on defining the points in the company that needs to be improved. Turning to the work of Bloomberg et al., (2002) one finds that the organization should evaluate the current techniques and compare with other organization to look for areas of improvement. In addition, the management should evaluate the effectiveness of the technology and the changes that it can bring to the company. Furthermore, information from the competitor can be of great help in implementing the technology. Bose and Sugumaran (2003) perceptively state that in implementing the technology, the firm should have experts in the field who can help in solving the challenges that can be brought about by the technology in the organization. In implementing the technology, the organization should investigate the likely effect the innovation can bring to the company.

Conclusion

Concern for the customer by an organization has been essential in improving and maintaining the competitiveness of the company.  Customer processing technologies play an essential role in motivating customers through improved services. Maintaining the loyalty of the clients differentiate a company from its competitors through increased returns associated with high customer purchasing their products from the company and a high number of repeated customer. Customer processing technologies are effective in informing the customers of the products or services from the company, saving time because of the efficiency and working speed of the technologies and minimizing losses through restricting some actions of the customers that can cause losses to the company.

References

Bloomberg, D. J., LeMay, S. A., & Hanna, J. B. 2002. Logistics. Upper Saddle River, NJ: Prentice Hall.

Bose, R., & Sugumaran, V. 2003. Application of knowledge management technology in customer relationship management. Knowl. Process Mgmt, 10(1), 3-17. doi:10.1002/kpm.163

Center for the Advancement of Process Technology. 2010. Introduction to process technology: Student textbook. Upper Saddle River, NJ: Prentice Hall.

Evans, P., & Wurster, T. S. 2000. Blown to bits: How the new economics of information transforms strategy. Boston, MA: Harvard Business School Press.

EWSPT 2000, & Conradi, R. 2000. Software process technology: 7th European workshop, EWSPT 2000, Kaprun, Austria, February 21-25, 2000 : proceedings. Berlin: Springer-Verlag.

Goodman, J. A. 2009. Strategic customer service: Managing the customer experience to increase positive word of mouth, build loyalty, and maximize profits. New York: AMACOM.

In Sushil, In Bhal, K. T., & In Singh, S. P. 2016. Managing flexibility: People, process, technology and business.

Lindstrand, A., Johanson, J., & Sharma, D. D. 2006. Managing customer relationships on the internet. Amsterdam: Elsevier.

Panagopoulos, N. G., & Business Expert Press. 2010. Sales technology: Making the most of your investment. New York, N.Y.] (222 East 46th Street: Business Expert Press.

Roberts, D. 2013. Unleashing the power of IT: Bringing people, business, and technology together.

Wagner, W. P., & Zubey, M. 2007. Customer relationship management: A people, process, and technology approach. Australia: Thomson Course Technology.

Wendt, O., Quist, R. W., & Lloyd, L. L. 2011. Assistive technology: Principles and applications for communication disorders and special education. Bingley: Emerald Group Pub.

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