Organizations run as a result of human interaction: nothing gets done without the effort of many people bringing their unique skills to the effort of achieving goals.

In our current digital age, businesses rely on communication and collaboration more than ever before in making decisions. That is generally considered a positive outcome of the ultra-connected digital world in which we live —and operate. The downside, however, is that there is a dizzying array of tools, applications and solutions that promise great value for sharing and connecting.

Deciding which tools to use, how to use them, and how to ensure they are delivering on their promise can create confusion and indecision (precisely the things they are supposed to overcome.)

Businesses must remember to use their technology investment for the purpose of growing the business. This is done by facilitating better internal processes— and getting closer to customers. Better processes beget a more optimal working environment. Proximity to customers provides an opportunity to learn, analyze and predict user behavior. No single tool provides a cure-all, or a way to do both of these things; a combination of the right tools and an adaptable organizational mindset can change how collaboration and communication are handled among stakeholders.

To map what an organization does for its employees, partners, and customers requires a solution that supports internal goals along with easy access for end users. In today’s market, customers are used to on-demand access from almost any and all devices. Delivery of information through social channels does not just bring more touch-points. It actually signals that the business wants to engage and is ready to transact in a way that is convenient for the user. Social tools and cloud-based availability are among the ways that companies can deliver value — and leverage their existing technology investment when connecting with customers.

Social media, mobile apps, and cloud-based services have been the primary drivers behind the shift to increasing customer engagement. Consider the traditional non-storefront commerce model (and by “traditional” we refer to the way we purchased goods before the 21st century). That customer service model included a phone center accessed via IVR (interactive voice response) systems, staffed with call center representatives, in which every contact was handled by this rep, acting as a middleman. The rep had the benefit of knowing the company processes, however once products left the warehouse, there was little knowledge as to how they were used or what the reaction to them was. Even for customers who called with complaints or questions, there was little way of capturing that.

With the help of workflow that supports social functionality, that model has been upended by the simplicity and immediacy of Twitter and Facebook. Customers are mobile, connected, and have high expectations! Process Director is equipped to give those customers non-stop touch points with vendors.

Our customers who use the social functionality of Process Director share how this has dramatically changed how they integrate the ‘customer connection’ with their internal processes. Process Director gives them, and you, the power to:

  • Drive workflow behavior from social media events (such as a tweet or Facebook status update)
  • Respond to customers via Twitter (tweet, RT, DM, reply)
  • Manage Facebook campaigns (likes/unlikes, comments)

The preponderance of social media tools have helped to advance the ability of organizations to deliver results to their customers. With capabilities that facilitate connecting and communicating both inside and outside of their corporate walls, Process Director is improving response time and enhancing communication.

Using social functionality to encourage productivity and efficiency enables our customers to become more responsive. Through social media, both internal and external processes can be improved, delivering better results to the intended audience.