1.2 - Develop business strategy
PCF ID: 10015 | Elements: 59 | Metrics Available: N | Benchmarkable: 0
Definition
Developing an organization's mission statement, strategy, and business design. Create a concise statement that clearly articulates the mission of the organization, outlining practicable targets to Establish a strategic vision [10020]. Delineate strategic options by matching these alternatives with the organization's internal capabilities. Create an organizational design, and identify goals by developing strategies at the functional and process levels.
Overview
This process group covers develop business strategy within the broader context of Develop Vision and Strategy.
Process Hierarchy
Processes
| ID | Process | PCF ID | Sub-elements | Metrics |
|---|---|---|---|---|
| 1.2.1 | Develop overall mission statement | 10037 | 3 | N |
| 1.2.2 | Define and evaluate strategic options to achieve the objectives | 10038 | 16 | N |
| 1.2.3 | Select long-term business strategy | 10039 | 0 | N |
| 1.2.4 | Coordinate and align functional and process strategies | 10040 | 0 | N |
| 1.2.5 | Create organizational design | 10041 | 8 | N |
| 1.2.6 | Develop and set organizational goals | 10042 | 3 | N |
| 1.2.7 | Formulate business unit strategies | 10043 | 3 | N |
| 1.2.8 | Develop customer experience strategy | 19959 | 16 | N |
| 1.2.9 | Communicate strategies internally and externally | 18916 | 0 | N |
1.2.1 - Develop overall mission statement
PCF ID: 10037
Definition: Establishing an overarching, compact statement that concisely underscores the mission of the organization. Define and communicate a clear and succinct mission statement, which encapsulates how the organization aims to proceed in order to Establish a strategic vision [10020]. Solicit critical inputs from senior management and strategy executives, and collaborate with marketing or personnel from allied functions.
| ID | Activity | PCF ID | Tasks | Metrics |
|---|---|---|---|---|
| 1.2.1.1 | Define current business | 10044 | 0 | N |
| 1.2.1.2 | Formulate mission | 10045 | 0 | N |
| 1.2.1.3 | Communicate mission | 10046 | 0 | N |
1.2.1.1 - Define current business
Definition: Defining the status quo relating to the de facto core of what the business is. Reflect over the fundamental essence of what the business accomplishes and the manner in which it operates. Look beyond the obvious solution capabilities to delineate capacities that form the basis of the business engine. Involve senior executives and management personnel and possibly professional services providers.
1.2.1.2 - Formulate mission
Definition: Outlining actionable objectives that effectively set a course to fulfill the organization's vision. In this fundamental activity, articulate certain goals or targets in broad but practicable terms to reach long-term objectives.
1.2.1.3 - Communicate mission
Definition: Developing and executing a communication strategy to convey the mission statement. Create a universal communication strategy and appropriate delivery channels, with the objective of leveraging the latter to execute the former. Convey the inherent message of the mission to all stakeholders, including employees, customers, and the public. Ensure collaboration between senior strategy personnel and the communications/marketing team.
1.2.2 - Define and evaluate strategic options to achieve the objectives
PCF ID: 10038
Definition: Assessing sets of strategic decisions designed to drive the organization's long-term objectives. Identify various strategies concerning core functional areas. Appraise strategic options in light of auxiliary decision frameworks that ensure smooth functioning, the advancement of functional efficiencies, and vitality. Involve senior management executives, especially strategy and/or business unit personnel, with need-based consultative assistance from professional services providers.
| ID | Activity | PCF ID | Tasks | Metrics |
|---|---|---|---|---|
| 1.2.2.1 | Define strategic options | 10047 | 1 | N |
| 1.2.2.2 | Assess and analyze impact of each option | 10048 | 2 | N |
| 1.2.2.3 | Develop B2B strategy | 16800 | 1 | N |
| 1.2.2.4 | Develop B2C strategy | 16802 | 0 | N |
| 1.2.2.5 | Develop partner/alliance strategy | 16803 | 0 | N |
| 1.2.2.6 | Develop merger/demerger/acquisition/exit strategy | 16805 | 0 | N |
| 1.2.2.7 | Develop innovation strategy | 16806 | 0 | N |
| 1.2.2.8 | Develop sustainability strategy | 14189 | 0 | N |
| 1.2.2.9 | Develop global support strategy | 19950 | 0 | N |
| 1.2.2.10 | Develop shared services strategy | 19951 | 0 | N |
| 1.2.2.11 | Develop lean/continuous improvement strategy | 14197 | 0 | N |
| 1.2.2.12 | Develop innovation strategy and framework | 19952 | 0 | N |
1.2.2.1 - Define strategic options (1 tasks)
Definition: Defining the various options available to achieve the goals highlighted in the mission statement. Delineate (in accordance with a predefined criteria) the various permutations of strategic decisions that would help the organization achieve the objectives outlined in Develop overall mission statement [10037]. Involve senior management and key strategy personnel, with timely help from professional services providers.
| ID | Task | PCF ID | Definition |
|---|---|---|---|
| 1.2.2.1.1 | Select partnerships and relationships to support t... | 18083 | Supporting the design, manufacture and distribution of product and services thro... |
1.2.2.2 - Assess and analyze impact of each option (2 tasks)
Definition: Scoping and probing to study the impact of strategic options for fulfilling the organization's objectives. Estimate a measure of the impact effectuated by each set of strategic decisions, which comprise Define strategic options [10047]. Closely examine the consequences of each option.
| ID | Task | PCF ID | Definition |
|---|---|---|---|
| 1.2.2.2.1 | Identify implications for key operating model busi... | 13289 | Determine impacts of elements such as staffing, skills, training, new markets, t... |
| 1.2.2.2.2 | Identify implications for key technology aspects | 13290 | Determining key factors for technology ROI, benefits, architecture, etc. |
1.2.2.3 - Develop B2B strategy (1 tasks)
Definition: Defining a long term plan of action and roadmap to achieve business to business objectives and goals.
| ID | Task | PCF ID | Definition |
|---|---|---|---|
| 1.2.2.3.1 | Develop service as a product strategy | 16801 | Defining objectives related to business and delivery models to productize servic... |
1.2.2.4 - Develop B2C strategy
Definition: Defining a long term plan of action and roadmap to achieve business to consumer objectives and goals.
1.2.2.5 - Develop partner/alliance strategy
Definition: Defining direction and plan objectives for partnering with other companies to deliver product/services. Focus on creating a vision and strategic objectives, and culminate in creating measures for strategic alliance or partnership.
1.2.2.6 - Develop merger/demerger/acquisition/exit strategy
Definition: Defining a strategy for corporate development. Include providing a framework for evaluating merger and acquisition candidates; and planning for a value creation through merging/demerging with a company, acquiring a company, or exiting from an already merged/acquired company.
1.2.2.7 - Develop innovation strategy
Definition: Developing a plan and vision to encourage advancements in technology or services. Create a roadmap for changing or innovating the business model to make business operations more competitive. Set up new R&D services for changing or bringing new value propositions, services, production processes, and invention of technology not previously used by competitors etc.
1.2.2.8 - Develop sustainability strategy
Definition: Formulating strategic options that create opportunities for the sustenance and prosperity of the business in the long run. Go beyond business longevity to consider alternate strategies that allow the organization's preservation of vitality over time. Earmark resources and target processes, the former of which are dedicated to the absorption of sustainable practices in the latter.
1.2.2.9 - Develop global support strategy
Definition: Developing a plan to deploy support services and support functions throughout the organization globally. Arrange the organization's functional support areas to create efficiencies of scale in the delivery of support services, globally.
1.2.2.10 - Develop shared services strategy
Definition: Charting a plan to leverage internal services and support functions throughout the organization. Delineate a framework of parameters and criteria to selectively filter service areas for inclusion among the organization's common resources. Arrange the organization's functional areas to create efficiencies of scale in the delivery of internal services.
1.2.2.11 - Develop lean/continuous improvement strategy
Definition: Developing strategies for the optimization of processes and the improvement of functional areas in order to improve the bottom line. Create a road map of decision choices that would allow the organization to continuously enhance process efficiencies and advance performance standards.
1.2.2.12 - Develop innovation strategy and framework
Definition: Creating a framework for disruptive change. Change includes practices for growth strategies, new product categories, services or business models. Changes generate significant new value for consumers, customers, and the corporation. It also seeks to leverage breakthrough disruptive innovation .
1.2.3 - Select long-term business strategy
PCF ID: 10039
Definition: Embracing a strategy for the achievement of business goals over the distant future. Espouse one of the strategic options for realizing its mission over the long term. Enlist senior management executives, comprising strategy and/or business unit personnel.
1.2.4 - Coordinate and align functional and process strategies
PCF ID: 10040
Definition: Aligning the approach and method of individual units, departments, systems, and operations within the organization, in accordance with the larger strategic course adopted. Employ the organization's strategic path to guide the functions, divisions, and operations. Calibrate the plan and method of each functional area, as well as the processes therein, to Select the long-term business strategy [10039].
1.2.5 - Create organizational design
PCF ID: 10041
Definition: Formulating a design for the organization's resources that allow it to meet its objectives. Develop a new framework for molding the organization's various processes into a coherent and seamless whole.
| ID | Activity | PCF ID | Tasks | Metrics |
|---|---|---|---|---|
| 1.2.5.1 | Evaluate breadth and depth of organizational structure | 10049 | 0 | N |
| 1.2.5.2 | Perform job-specific roles mapping and value-added analyses | 10050 | 0 | N |
| 1.2.5.3 | Develop role activity diagrams to assess hand-off activity | 10051 | 0 | N |
| 1.2.5.4 | Perform organization redesign workshops | 10052 | 0 | N |
| 1.2.5.5 | Design the relationships between organizational units | 10053 | 0 | N |
| 1.2.5.6 | Develop role analysis and activity diagrams for key processes | 10054 | 0 | N |
| 1.2.5.7 | Assess organizational implication of feasible alternatives | 10055 | 0 | N |
| 1.2.5.8 | Migrate to new organization | 10056 | 0 | N |
1.2.5.1 - Evaluate breadth and depth of organizational structure
Definition: Evaluating the structural makeup of the organization, including pertinent features of and associated synergies among constituent elements. Examine the organization's architectural framework, paying close attention to the individual elements, the relations among them, and the conjoint and co-acting forces therein. Analyze functions and processes, as well as work-related positions. Scrutinize various relevant characteristics associated with each of them, depending upon the scale, scope, and type of organization.
1.2.5.2 - Perform job-specific roles mapping and value-added analyses
Definition: Appraising job-specific roles within the organizational chart and their hierarchical architecture. Analyze a map of work-related roles within the organizational structure. Examine the value added by the positions associated with jobs to be performed and how they stack up within the organization's operations.
1.2.5.3 - Develop role activity diagrams to assess hand-off activity
Definition: Examining the constituent exercises and undertakings within a work-related position for the purpose of effective delegation. Deconstruct job-specific roles into activities and visualize the relations among them, with the objective of assigning responsibilities to the appropriate personnel.
1.2.5.4 - Perform organization redesign workshops
Definition: Organizing workshop sessions to adopt organizational redesign. Communicate the organizational structure and mapping of responsibilities against job roles in order to facilitate an effective understanding among personnel. Use a collaborative process that may include participative workshop sessions.
1.2.5.5 - Design the relationships between organizational units
Definition: Fleshing out the connections and dependencies among the various units of the organization. Delineate the relationship among business units or process frameworks within the organization, in terms of activities, synergies, and shared resources and responsibilities. Formalize relationships among business units so that any mutual coherence is clearly understood and can be attended to.
1.2.5.6 - Develop role analysis and activity diagrams for key processes
Definition: Creating an understanding of the fit between job roles and organizational processes in order to properly place personnel. Deconstruct key processes into constituent activities, and examine job-related roles. Take cues from Develop role activity diagrams to assess hand-off activity [10051]. Map appropriate positions against these important processes, which in turn expedite the deployment of staff members.
1.2.5.7 - Assess organizational implication of feasible alternatives
Definition: Probing the repercussions of all practicable organizational design options. Analyze the significance and impact of workable organizational structure options. Closely examine the long-term impact of these frameworks over the functioning of the organization.
1.2.5.8 - Migrate to new organization
Definition: Embracing and ratifying a new organizational structure. (Assume the new framework to be the best fit through Assess the organizational implications of feasible alternatives [10055].)
1.2.6 - Develop and set organizational goals
PCF ID: 10042
Definition: Developing overall goals for the organization that help in accomplishing its mission. Formulate organization-wide targets in the near to middle term, which will accumulate and propel the organization to realize its long-term objectives, as outlined in Develop an overall mission statement [10037]. Enlist business unit heads or equivalent personnel, in close collaboration with senior management executives.
| ID | Activity | PCF ID | Tasks | Metrics |
|---|---|---|---|---|
| 1.2.6.1 | Identify organizational goals | 19953 | 0 | N |
| 1.2.6.2 | Establish baseline metrics | 19954 | 0 | N |
| 1.2.6.3 | Monitor performance against goals | 19955 | 0 | N |
1.2.6.1 - Identify organizational goals
Definition: Creating and developing strategic objectives that establishes a process to outline expected outcomes and guide employees' efforts.
1.2.6.2 - Establish baseline metrics
Definition: Establishing baselines that provide standards for assessing performance. Create metrics and KPI's for various functions/processes/activities based on organizational goals.
1.2.6.3 - Monitor performance against goals
Definition: Defining methodology and frequency of assessment for measuring and monitoring performance of various functions/processes/activities against standard set goals.
1.2.7 - Formulate business unit strategies
PCF ID: 10043
Definition: Charting a strategic course for business units in order to leverage opportunities, sidestep hurdles, and create synergies among each other. Create strategic road maps for the organization's units--in light of their individual resources and requirements, as well as their relationships with other business units--to achieve organizational goals.
| ID | Activity | PCF ID | Tasks | Metrics |
|---|---|---|---|---|
| 1.2.7.1 | Analyze business unit strategies | 19956 | 0 | N |
| 1.2.7.2 | Identify core competency for each business unit | 19957 | 0 | N |
| 1.2.7.3 | Refine business unit strategies in support of company strategy | 19958 | 0 | N |
1.2.7.1 - Analyze business unit strategies
Definition: Assessing the performance of a business unit against set organizational goals which are based on pre-defined metrics collected through various business unit operations.
1.2.7.2 - Identify core competency for each business unit
Definition: Determining the resources and skills of each business unit based on knowledge and technical capacity. Enable business units to meet customer needs and grow in a competitive marketplace.
1.2.7.3 - Refine business unit strategies in support of company strategy
Definition: Evaluating existing business unit strategy based on the company's strategy and eliminate unwanted/unnecessary resources/elements and re-consider necessary resources to meet the overall company's strategy.
1.2.8 - Develop customer experience strategy
PCF ID: 19959
Definition: Defining a roadmap to meet customer expectations while considering how it will affect the business.
| ID | Activity | PCF ID | Tasks | Metrics |
|---|---|---|---|---|
| 1.2.8.1 | Assess customer experience | 19960 | 3 | N |
| 1.2.8.2 | Design customer experience | 19964 | 7 | N |
| 1.2.8.3 | Design customer experience support structure | 19971 | 2 | N |
| 1.2.8.4 | Develop customer experience roadmap to develop and implement defined capabilities | 19974 | 0 | N |
1.2.8.1 - Assess customer experience (3 tasks)
Definition: Measuring customer feedback in regard to product and services effectiveness based on overall satisfaction. The data to be analyzed is collected through surveys, customer responses, and feedbacks based on the delivered products/services.
| ID | Task | PCF ID | Definition |
|---|---|---|---|
| 1.2.8.1.1 | Identify and review customer touchpoints | 19961 | Creating methods to gauge customer experiences, expectations, and suggestions. R... |
| 1.2.8.1.2 | Assess customer experience across touchpoints | 19962 | Evaluating customer experiences, expectations, and suggestions in both liked and... |
| 1.2.8.1.3 | Perform root cause analysis of problematic custome... | 19963 | Analyzing the core reason for the customer experience/feedback/response about th... |
1.2.8.2 - Design customer experience (7 tasks)
Definition: Creating a design of how customers interact with the business by analyzing data captured through various customer interaction and customer involvement. These will be captured through various channels such as customer satisfaction surveys, feedback forms, product reviews, targeted studies, observational studies, or voice of customer research.
| ID | Task | PCF ID | Definition |
|---|---|---|---|
| 1.2.8.2.1 | Define and manage personas | 16612 | Identifying a set of characteristics that define the demographic and behavioral ... |
| 1.2.8.2.2 | Create customer journey maps | 19965 | Creating a story of the customer's experience: from initial contact, through the... |
| 1.2.8.2.3 | Define single view of the customer for the organiz... | 19966 | Defining parameters to show aggregated, consistent, and holistic representation ... |
| 1.2.8.2.4 | Define a vision for the customer experience | 19967 | Establishing a direction and vision on how the organization behaves towards cust... |
| 1.2.8.2.5 | Validate with customers | 19968 | Creating a process to validate the sales process and the assumptions that underp... |
| 1.2.8.2.6 | Align experience with brand values and business st... | 19969 | Aligning and defining a relevant, differentiated, and credible value proposition... |
| 1.2.8.2.7 | Develop content strategy | 19970 | Planning, development, and management of content-written or in other media. Gett... |
1.2.8.3 - Design customer experience support structure (2 tasks)
Definition: Creating a roadmap for customer experience support with an overall approach, process flow, and impact timeframe.
| ID | Task | PCF ID | Definition |
|---|---|---|---|
| 1.2.8.3.1 | Identify required capabilities | 19972 | Determining the necessary skills and competencies required to efficiently collec... |
| 1.2.8.3.2 | Identify impact on functional processes | 19973 | Identifying the affect of customer experience through customer experience suppor... |
1.2.8.4 - Develop customer experience roadmap to develop and implement defined capabilities
Definition: Defining a standard guideline to create and execute the capacities of registering customer experiences in a timely manner. Create a common understanding of what behaviors are required to implement the strategy. Define what talent/skills your organization needs to reach customer experience goals.
1.2.9 - Communicate strategies internally and externally
PCF ID: 18916
Definition: Conveying planned procedures and methods to both internal departments and external stakeholders like customers, suppliers, etc., in an effective manner based on organizational objective.
Change Summary (v7.2.1 vs v6.1.1)
Changes indicated by:
+XXXXX- New element added-XXXXX- Element removedcXXXXX- Element changedNEW- Newly introduced
Complete Element List with Definitions
All 59 elements
| ID | Name | Definition |
|---|---|---|
| 1.2 | Develop business strategy | Developing an organization's mission statement, strategy, and business design. Create a concise stat... |
| 1.2.1 | Develop overall mission statement | Establishing an overarching, compact statement that concisely underscores the mission of the organiz... |
| 1.2.1.1 | Define current business | Defining the status quo relating to the de facto core of what the business is. Reflect over the fund... |
| 1.2.1.2 | Formulate mission | Outlining actionable objectives that effectively set a course to fulfill the organization's vision. ... |
| 1.2.1.3 | Communicate mission | Developing and executing a communication strategy to convey the mission statement. Create a universa... |
| 1.2.2 | Define and evaluate strategic options to... | Assessing sets of strategic decisions designed to drive the organization's long-term objectives. Ide... |
| 1.2.2.1 | Define strategic options | Defining the various options available to achieve the goals highlighted in the mission statement. De... |
| 1.2.2.1.1 | Select partnerships and relationships to... | Supporting the design, manufacture and distribution of product and services through the extended ent... |
| 1.2.2.2 | Assess and analyze impact of each option | Scoping and probing to study the impact of strategic options for fulfilling the organization's objec... |
| 1.2.2.2.1 | Identify implications for key operating ... | Determine impacts of elements such as staffing, skills, training, new markets, technology, or polici... |
| 1.2.2.2.2 | Identify implications for key technology... | Determining key factors for technology ROI, benefits, architecture, etc. |
| 1.2.2.3 | Develop B2B strategy | Defining a long term plan of action and roadmap to achieve business to business objectives and goals... |
| 1.2.2.3.1 | Develop service as a product strategy | Defining objectives related to business and delivery models to productize service. |
| 1.2.2.4 | Develop B2C strategy | Defining a long term plan of action and roadmap to achieve business to consumer objectives and goals... |
| 1.2.2.5 | Develop partner/alliance strategy | Defining direction and plan objectives for partnering with other companies to deliver product/servic... |
| 1.2.2.6 | Develop merger/demerger/acquisition/exit... | Defining a strategy for corporate development. Include providing a framework for evaluating merger a... |
| 1.2.2.7 | Develop innovation strategy | Developing a plan and vision to encourage advancements in technology or services. Create a roadmap f... |
| 1.2.2.8 | Develop sustainability strategy | Formulating strategic options that create opportunities for the sustenance and prosperity of the bus... |
| 1.2.2.9 | Develop global support strategy | Developing a plan to deploy support services and support functions throughout the organization globa... |
| 1.2.2.10 | Develop shared services strategy | Charting a plan to leverage internal services and support functions throughout the organization. Del... |
| 1.2.2.11 | Develop lean/continuous improvement stra... | Developing strategies for the optimization of processes and the improvement of functional areas in o... |
| 1.2.2.12 | Develop innovation strategy and framewor... | Creating a framework for disruptive change. Change includes practices for growth strategies, new pro... |
| 1.2.3 | Select long-term business strategy | Embracing a strategy for the achievement of business goals over the distant future. Espouse one of t... |
| 1.2.4 | Coordinate and align functional and proc... | Aligning the approach and method of individual units, departments, systems, and operations within th... |
| 1.2.5 | Create organizational design | Formulating a design for the organization's resources that allow it to meet its objectives. Develop ... |
| 1.2.5.1 | Evaluate breadth and depth of organizati... | Evaluating the structural makeup of the organization, including pertinent features of and associated... |
| 1.2.5.2 | Perform job-specific roles mapping and v... | Appraising job-specific roles within the organizational chart and their hierarchical architecture. A... |
| 1.2.5.3 | Develop role activity diagrams to assess... | Examining the constituent exercises and undertakings within a work-related position for the purpose ... |
| 1.2.5.4 | Perform organization redesign workshops | Organizing workshop sessions to adopt organizational redesign. Communicate the organizational struct... |
| 1.2.5.5 | Design the relationships between organiz... | Fleshing out the connections and dependencies among the various units of the organization. Delineate... |
| 1.2.5.6 | Develop role analysis and activity diagr... | Creating an understanding of the fit between job roles and organizational processes in order to prop... |
| 1.2.5.7 | Assess organizational implication of fea... | Probing the repercussions of all practicable organizational design options. Analyze the significance... |
| 1.2.5.8 | Migrate to new organization | Embracing and ratifying a new organizational structure. (Assume the new framework to be the best fit... |
| 1.2.6 | Develop and set organizational goals | Developing overall goals for the organization that help in accomplishing its mission. Formulate orga... |
| 1.2.6.1 | Identify organizational goals | Creating and developing strategic objectives that establishes a process to outline expected outcomes... |
| 1.2.6.2 | Establish baseline metrics | Establishing baselines that provide standards for assessing performance. Create metrics and KPI's fo... |
| 1.2.6.3 | Monitor performance against goals | Defining methodology and frequency of assessment for measuring and monitoring performance of various... |
| 1.2.7 | Formulate business unit strategies | Charting a strategic course for business units in order to leverage opportunities, sidestep hurdles,... |
| 1.2.7.1 | Analyze business unit strategies | Assessing the performance of a business unit against set organizational goals which are based on pre... |
| 1.2.7.2 | Identify core competency for each busine... | Determining the resources and skills of each business unit based on knowledge and technical capacity... |
| 1.2.7.3 | Refine business unit strategies in suppo... | Evaluating existing business unit strategy based on the company's strategy and eliminate unwanted/un... |
| 1.2.8 | Develop customer experience strategy | Defining a roadmap to meet customer expectations while considering how it will affect the business. |
| 1.2.8.1 | Assess customer experience | Measuring customer feedback in regard to product and services effectiveness based on overall satisfa... |
| 1.2.8.1.1 | Identify and review customer touchpoints | Creating methods to gauge customer experiences, expectations, and suggestions. Review both liked and... |
| 1.2.8.1.2 | Assess customer experience across touchp... | Evaluating customer experiences, expectations, and suggestions in both liked and disliked areas of t... |
| 1.2.8.1.3 | Perform root cause analysis of problemat... | Analyzing the core reason for the customer experience/feedback/response about the product/service to... |
| 1.2.8.2 | Design customer experience | Creating a design of how customers interact with the business by analyzing data captured through var... |
| 1.2.8.2.1 | Define and manage personas | Identifying a set of characteristics that define the demographic and behavioral patterns of the cust... |
| 1.2.8.2.2 | Create customer journey maps | Creating a story of the customer's experience: from initial contact, through the process of engageme... |
| 1.2.8.2.3 | Define single view of the customer for t... | Defining parameters to show aggregated, consistent, and holistic representation of known data about ... |
| 1.2.8.2.4 | Define a vision for the customer experie... | Establishing a direction and vision on how the organization behaves towards customers in a consisten... |
| 1.2.8.2.5 | Validate with customers | Creating a process to validate the sales process and the assumptions that underpin the business mode... |
| 1.2.8.2.6 | Align experience with brand values and b... | Aligning and defining a relevant, differentiated, and credible value proposition for the brand. Alig... |
| 1.2.8.2.7 | Develop content strategy | Planning, development, and management of content-written or in other media. Getting the right conten... |
| 1.2.8.3 | Design customer experience support struc... | Creating a roadmap for customer experience support with an overall approach, process flow, and impac... |
| 1.2.8.3.1 | Identify required capabilities | Determining the necessary skills and competencies required to efficiently collect customer experienc... |
| 1.2.8.3.2 | Identify impact on functional processes | Identifying the affect of customer experience through customer experience support structure on other... |
| 1.2.8.4 | Develop customer experience roadmap to d... | Defining a standard guideline to create and execute the capacities of registering customer experienc... |
| 1.2.9 | Communicate strategies internally and ex... | Conveying planned procedures and methods to both internal departments and external stakeholders like... |
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