Service improvement by business process management using customer complaints in financial service industry

2011 ◽  
Vol 38 (4) ◽  
pp. 3267-3279 ◽  
Author(s):  
Chong Un Pyon ◽  
Ji Young Woo ◽  
Sang Chan Park
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Service Industry ◽  
Financial Service ◽  
Service Improvement ◽  
Customer Complaints ◽  
Financial Service Industry

scholarly journals Optimizing Player Management Processes in Sports: Translating Lessons from Healthcare Process Improvements to Sports

2021 ◽  
Vol 20 (2) ◽  
pp. 119-146
Author(s):  
J. Ranaweera ◽  
M. Zanin ◽  
D. Weaving ◽  
C. Withanage ◽  
G. Roe
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Service Industry ◽  
Professional Sports ◽  
Data Driven ◽  
Main Mode ◽  
Process Improvements ◽  
Management Processes ◽  
Healthcare Process

Abstract Typical player management processes focus on managing an athlete’s physical, physiological, psychological, technical and tactical preparation and performance. Current literature illustrates limited attempts to optimize such processes in sports. Therefore, this study aimed to analyze the application of Business Process Management (BPM) in healthcare (a service industry resembling sports) and formulate a model to optimize data driven player management processes in professional sports. A systematic review, adhering to PRISMA framework was conducted on articles extracted from seven databases, focused on using BPM to digitally optimize patient related healthcare processes. Literature reviews by authors was the main mode of healthcare process identification for BPM interventions. Interviews with process owners followed by process modelling were common modes of process discovery. Stakeholder and value-based analysis highlighted potential optimization areas. In most articles, details on process redesign strategies were not explicitly provided. New digital system developments and implementation of Business Process Management Systems were common. Optimized processes were evaluated using usability assessments and pre-post statistical analysis of key process performance indicators. However, the scientific rigor of most experiments designed for such latter evaluations were suboptimal. From the findings, a stepwise approach to optimize data driven player management processes in professional sports has been proposed.

scholarly journals Financial Modernization Act - Enterprise value and Reputation

2021 ◽  
Vol 9 (11) ◽  
pp. 826-834
Author(s):  
Kelly Oniha
Keyword(s):  
Service Industry ◽  
Financial Service ◽  
Service Industries ◽  
Retail Trade ◽  
Customer Complaints ◽  
Consumer Privacy ◽  
Enterprise Value ◽  
Policy Effect ◽  
Financial Service Industry ◽  
Financial Modernization

Abstract: The Financial Service Modernization Act of 1999 has been crucial to the financial service industry ever since its creation. There are two primary reasons this Act was mandated to aid the financial service industry- the merger/barrier reason and consumer privacy reason. This paper evaluates whether this policy has achieved this object and how the effect the policy has had on the financial service industry compares to the non-policy effect on wholesale trade industry, retail trade industry and service industry. This paper finds that this policy is one of the significant reasons, If not the primary reason, for the increase in the Enterprise Value (EV) of firms within the financial service industries over the industries. Furthermore, the findings suggest that customer complaints may have lessened within the financial service industries more than Wholesale and Retail trade industries but not the service industries.

Rola modelu CMMI w organizacjach procesocentrycznych

2013 ◽  
pp. 25-30
Author(s):  
Arkadiusz Jurczuk
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management

W artykule przedstawiono istotę i zasady oceny dojrzałości procesowej przedsiębiorstw oraz rolę modeli dojrzałości w podnoszeniu efektywności organizacji w kontekście paradygmatu Business Process Management. Zasadniczym celem poznawczym artykułu jest określenie zasad oceny dojrzałości według modelu CMMI oraz prezentacja nakładów i efektów wynikających z wdrożenia tego modelu. Wskazano także czynniki determinujące sukces wdrożenia modeli dojrzałości w praktyce biznesowej. (abstrakt oryginalny)

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