According to a 2020 Walker study, 86% of buyers will pay more for a better customer experience.

Customer experience is a key brand differentiator, and getting it right can determine the difference between success and failure.

In this Process Street article, we examine a customer-centric approach and explain how you can use it to be more product-oriented. That is, you’ll learn how to focus on the customer’s experience when using your product.

Taking a product-oriented approach to provide a great customer experience will set you apart from your competition, and give you the edge you need to succeed.

You need to be thinking about your customer and how they interact with your product to draw appropriate customer success milestones. Following the 8 steps in this article will help you do that.

By the end of this article, you’ll have customer-success milestones that act as a guide for the delivery of an exceptional in-product user experience.

• Rising to the digital transformation and why you need to be product-oriented
• How to track the customer journey
• 8 actionable steps to make your customer success milestones product-oriented

Let’s get started!
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You need a way for your teams’ processes to be done right, done on time, and documented in a way that allows those processes to be improved over time. So you come to Process Street, which enables anyone in your organization to execute each process with consistency, visibility, and accountability.

By now you’ve experimented with some of the pre-made workflows. Maybe you’ve even built a few yourself. You’ve seen what’s possible when it comes to capturing your core processes and sharing them across your company.

But are you getting the most bang for your buck?

In this post, I’ll cover the top 11 features of Process Street workflows and how to use them to optimize your own processes and become a master of modern process management.

If there’s a particular feature you’re interested in, feel free to skip ahead:

• Workflows and workflow runs explained
• Expert feature #1: The Process Street dashboard
• Expert feature #2: Enhance intercompany collaboration with guest users
• Expert feature #3: Utilize assignments for team accountability
• Expert feature #4: Stay flexible with instant workflow updates
• Expert feature #5: Form fields and seamless data transfer
• Expert feature #6: Let variables do the data entry
• Expert feature #7: Using Conditional Logic to keep workflows flexible
• Expert feature #8: Add stop tasks to enforce order within your workflows
• Expert feature #9: How to streamline handoffs with Approvals
• Expert feature #10: Automations: Get more out of your favorite work apps
• Expert feature #11: The best of both: Process Street’s Slack App
• Jumpstart your client onboarding with Process Street workflows

Let’s get moving!
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According to Bain & Company, a mere 5% increase in customer retention can equate to a profit boost of 25%. This is because repeat customers will spend more with your brand – 67% more to be exact.

Providing a top-notch customer service allows your business to recoup customer acquisition costs and cultivate a loyal following. Your customer service team is the heart of your organization and is your means of retaining and extracting value from your customers.

Like Bain & Company, we at Process Street think it’s vital to get your customer service operations right. And to do that, you need a refined and well-oiled CS delivery model. One that’s up to date with the times.

We turn our attention to The Digital Transformation of Customer Services report by Deloitte. We summarize the information from this report to present 5 actionable steps that’ll create Deloitte’s customer service delivery model. This model delivers effective customer service operations that mitigate today’s market disruptions.

Sounds good, eh?

With that said, let’s jump to it and get your customer service model right!

• The whirlwind of disruptive forces in today’s marketplace
• Reforming your customer service delivery model in five steps

Here’s to putting the success back in customer success!
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Joanne Camarce is a digital marketing expert specializing in SEO, eCommerce, and social media. She loves meeting new people and embraces unique challenges. When she’s not wearing her marketing hat, you’ll find Joanne fine-tuning her art and music skills.

80% of consumers say that customer experience is just as important as the products or services that a company provides.

Employees and new hires must have the skills to create positive experiences that bring customers back and get them to spread the word about your brand.

This is where people intelligence comes in.

People intelligence isn’t just a buzzword or a passing fad. 71% of organizations now see it as a high priority.

But what does people intelligence mean, and how can you apply it in your company?

In this Process Street blog post, we’ll look at the following:

• What is people intelligence?
• How can you apply people intelligence
• How can improving customer service boost your bottom line?
• Tips for building your company’s people intelligence

Let’s dive in!
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Every decision in an M&A is dependent on a number of variables. Making the right decision in the moment may not be the right decision down the road, but making no decision at all is worse.

The most impactful decision, though, is how the two companies will integrate (or not) once the deal closes. To some extent, this will be determined by your motivation for starting the M&A process to begin with. The similarities and differences between your business model and the business model of the company you’re acquiring will play a large role as well.

In this Process Street post, I’ll do a quick rundown of the two primary strategies, tuck-in and bolt-on, as well as everything you need to know in order to determine which is the strategy for your business.

• Round 1: Tuck-in vs. bolt-on: Debrief
• Round 2: Tuck-in vs. bolt-on: Pros
• Round 3: Tuck-in vs. bolt-on: Cons

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Bored of Scrum and Kanban? Thinking about making the move to Shape Up?

This post is here to get you clued up on what the development methodology Shape Up looks like in practice. I’ll be giving you a sneak-peak into what we do here at Process Street as our EPD team shares their secrets. Learn how Shape Up facilitates the smooth running of a cross-functional team.

For those of you who are unfamiliar with Shape Up, or if you’re interested in the Design part of the E-P- “D = design” team,or maybe, you’d like to get your hands on 3 Shape Up workflows to plug straight into your team, check out the following posts:

• Shape Up vs Scrum: 6 Months to 6 Weeks – How We Cut Our Dev Cycle 75%
• An Interview with Ivy: Shape Up From a Product Designer’s Perspective
• Ditch Scrum! 3 Shape Up Processes & Checklists to 5x Your Dev Cycle

In this post I speak to Process Street’s Product Lead, Michael, and our Full Stack Engineer Herbie. We talk about all things Shape Up and discuss how the methodology facilitates the success of a cross-functional team.

• Q1: Summarize what the EPD team is, and your role within the team.
• Q2: As a Product Lead what would you say are the key differences between Shape Up and say something like Scrum or Kanban?
• Q3: How do you find working in small highly focused cycles as opposed to Sprints
• Q4: Does the Shape Up method allow for more asynchronous communication (and less meetings)?
• Q5: As a Product Lead/Engineer am I right to think you work on a parallel track with other members of the EPD team. Could you talk me through this process?
• Q6: What does Shape Up empower you to do?
• Q7: This is your area of expertise, what are your key takeaways when it comes to Shape Up, how it works alongside the EPD team, and so on.

Let’s get started!
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As your marketing team’s content manager, you want to be able to know your content engine is working for you at maximum efficiency, and have a clear overview of the important work being done.

This is perhaps easier said than done, when there can be countless systems and processes to keep track of, from marketing operations, onsite content, offsite comarketing relations, email correspondences, to SEO reporting – it can all become overwhelming.

But it doesn’t have to be!

Wouldn’t it be great if you could benefit from detailed reporting without having to bend over backwards restructuring your meetings and how you collect data?

Well, that’s more or less how we’ve set up reporting in our marketing team at Process Street. In this post I’ll briefly summarize how our marketing team saves time and effort with a nifty workflow that utilizes Automations and native integrations, and allows us to:

• Coordinate dozens of comarketing relationships while maintaining clear record of communications;
• Track the number of guest posts we’ve accepted and published;
• Highlight top priority action items;
• Quickly & easily analyze referring domains of target pages;
• Automatically push everything into Google Sheets;
• Automatically generate graphs and charts;
• Automatically post a Slack message with key marketing reporting metrics;

Specifically, this post will cover:

• Why you should consider automating your marketing operations;
• Our marketing operations reporting toolkit;
• How we automated reporting of our marketing operations;

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“Running a business and integrating two companies is like having two different jobs and both are equally important.” – Chris Barbin, CEO, Founder, Entrepreneur

Only one-third of mergers and acquisitions successfully create shareholder value. More often than not, this is down to failures during the post-merger integration (PMI) process. Cari Windt, who specializes in organizational design and change management, pins this on a lack of planning; CEO Christ Barbin claims it’s a lack of execution.

These two problems, however, are not mutually exclusive. Executing a poor plan can be more harmful than not executing a plan at all.

Being aware of the challenges of post-merger integrations and developing a thorough PMI process can both go a long way to ensuring yours runs smoothly. But how do you determine if total integration is right for your organization?

This Process Street post will look at the 4 main post-merger strategies and when you should use them:

• The shape of post-merger integration
• Consolidation post-merger strategy: Gain scale and cost synergy
• Transformation post-merger strategy: Reposition your identity
• Tuck-in post-merger strategy: Tech and talent acquisitions
• Bolt-on post-merger strategy: Increase your portfolio

Let’s dive in!
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Value capture is, in essence, the end-all, be-all of a company’s life-cycle. Yes, you likely have other motivations for starting your company, but without capturing any value, your company will have a very short lifespan.

When it comes to acquisitions, if you don’t have a good strategy to drive value capture, you’re not only wasting your time, but hobbling your future potential in the process. If you look at some notable examples like Daimler Chrysler and Sprint/Nextel, it’s pretty clear that a bad deal will stick to you for a long time.

You might even end up as a cautionary tale for future M&A executives. No one wants that. Aspire to be the Apple of acquisitions. You can do that by focusing on four distinct levers that drive 80% of value capture.

Four things. They’re not even difficult things.

So in this Process Street post, I give you the rundown of the four levers you need to prioritize during your acquisition, and exactly why they make such an impact:

• Pursuing the ever-elusive value capture
• Lever #1: Utilize your functional teams early in the acquisition process
• Lever #2: Complete your commercial & operational due diligence before closing
• Lever #3: Assess the revenue & cost synergy potential of the deal
• Lever #4: Develop a realistic strategic operating model design

Let’s get to it!
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Health and wellness experts are experiencing 10x higher profit margins thanks to the strategies offered by the premier community, Mindshare Collaborative.

Mindshare Collaborative was founded by JJ Virgin, a New York Times best-selling author, celebrity nutrition expert, and Fitness Hall of Famer. Virgin started the company to give the information and support needed for health and wellness experts to build a successful brand and grow.

Mindshare has generated over $50 million in book advances and has helped launch more NYT bestselling books, podcasts, summits, and docuseries than any other health group.

Process Street is a vital part of Mindshare’s offering, and we spoke to some of Mindshare’s top clients to find out how we have benefited them.
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