PCN-textbook-materia..

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Figure 1: PCN Diagram for a full-service car wash
Process Entity
 Entity's Process Domain 
Direct
interaction
(e.g. with
supplier)
purchase
car wash
equipment
Surrogate
interaction
(e.g. acting
on supplier
resources)
Surrogate
interaction
(e.g. acting
on customer
resources)
install car wash equipment
order
supplies
using
vendor’s
website
receive
supplies
Independent processing
(entity acting on entity's
owned/controlled
resources)
wash car
train
employees
maintain supplies
FIGURES (c)2012 S.E.Sampson
Direct
interaction
(e.g. with
customer)
get
customer’s
order and
car keys
dry car
wax car
return car to
customer
and process
payment
Figure 2: PCN Diagram showing a car wash and a customer
Car Wash
Customer
Provider’s Process Domain
Independent
processing
Surrogate
interaction
Customer's Process Domain
Direct
interaction
Direct
interaction
prepare car
wash
website
install car
wash
equipment
Surrogate
interaction
Independent
processing
check prices
on car wash
website
identify
need to
clean car
review options
wash car
train
employees
dry car
maintain
supplies
wax car
drive to
car wash
get car
keys
make
selection
yes
use car
wash?
no, DIY instead
return car to customer
wash, dry,
wax car
process payment
drive clean car
FIGURES (c)2012 S.E.Sampson
Figure 3: Strategic process positioning for the “wash car” step
Car Wash
Customer
Provider’s Process Domain
Independent
processing
wash car
before
selling or
renting to
customer
Surrogate
interaction
wash
customer’s car
while customer
does something
else
Customer's Process Domain
Direct
interaction
Direct
interaction
provider and customer work
together to wash car, jointly
making decisions about how
the car wash progresses
Surrogate
interaction
wash car at
provider’s
facility using
self-serve
equipment
Independent
processing
wash car at
home using
supplies
bought from
provider
Strategic implications…
steps in interaction
regions are the least efficient but can deliver customized
employee expertise
positioning steps toward provider’s process domain gives better economies of scale
positioning toward customer’s process domain gives greater opportunity for customization
FIGURES (c)2012 S.E.Sampson

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