Patent Publication Number: US-2007124184-A1

Title: Method for use of a customer experience business model to manage an organization by cross-functional processes from the perspective of customer experiences

Description:
CROSS-REFERENCE TO RELATED APPLICATIONS  
      The present application claims priority to U.S. Provisional Application No. 60/727,054, filed Oct. 13, 2005, and U.S. Provisional Application No. 60/726,875, filed Oct. 13, 2005, the disclosures of both of which are incorporated by reference herein in their entirety. 
    
    
     FIELD OF THE INVENTION  
      This invention relates to customer experience system map to manage an organization by cross-functional processes from the perspective of customer experiences.  
     BACKGROUND OF THE INVENTION  
      Traditional business models have been functionally organized. Organization around functional groups such as sales, operations, or supply chains, often results in a vertical mentality whereby different function group are optimized from the perspective of the functional group without regard to the other functional groups of a business and/or the experience of customers of the business. Often, however, the experience of the customer may diverge from that of the specific functional group within the business.  
      Accordingly, there is a need in the art for methods to allow a business organization to be more closely aligned with customer needs and more readily able to adapt to customer experiences.  
     SUMMARY OF THE INVENTION  
      One embodiment of the present invention is a method of organizing a business to align goals of the business with goals of customers of the business and accelerate value creation for both the business and the customers of the business, the method comprising: identifying one or more experiences of customers of a business, wherein the one or more experiences are selected from the group consisting of the customers&#39; value discovery experience, the customers&#39; buying decision experience, the customers&#39; ordering experience, the customers&#39; receiving experience, the customers&#39; using experience, the customers&#39; payment experience, and the customers&#39; feedback and problem resolution experience; organizing the business under a process management system for one or more of the customer experiences wherein each process management system comprises a process owner, a documented process, formal process review, identification of customer driven measures and methods for process evaluation and improvement; gathering customer feedback regarding one or more of the customer experiences; and based on the customer feedback regarding one or more of the customer experiences, modifying the one or more process management systems associated with the customer experience to improve the one or more customer experiences.  
      Another embodiment of the present invention is a method of organizing a business in view of experiences of customers of said business, the method comprising: mapping at least one process within the business; based on said mapping of at least one process within the business, identifying one or more of why the process exists, where the process starts and stops, a sequence of steps in the process, customers of the process, and process outputs and inputs; mapping the at least one process within the business from a customer&#39;s point of view; based on said mapping of the at least one process within the business from the customer&#39;s point of view, identifying aspects of the at least one process that diverge from goals of the customer; and based on said identifying aspects of the at least one process that diverge from goals of the customer, organize the at least one process within the business such that the process is more aligned with the goals of the customer or creates additional value for the customer.  
      These and other aspects of the present invention are elucidated further in the detailed description. 
    
    
     BRIEF DESCRIPTION OF THE DRAWINGS  
       FIG. 1  shows a map of a generic four-step process.  
       FIG. 2  shows a generic two-level sales process.  
       FIG. 3  shows the connection between the three main categories of business processes.  
       FIG. 4  shows a system map of Cargill Salt from the organization&#39;s viewpoint.  
       FIG. 5  shows a system map of Cargill Salt from the customer&#39;s viewpoint.  
       FIG. 6  shows a high level organizational chart according to an embodiment of the customer experience business model.  
       FIG. 7  shows a high level process organization chart is according to an embodiment of the customer experience business model.  
       FIG. 8  shows the senior leadership team of the process organization chart of  FIG. 7 .  
       FIG. 9  shows the transformation growth group of the process organization chart of  FIG. 7 .  
       FIG. 10  shows the enterprise planning group of the process organization chart of  FIG. 7 .  
       FIG. 11  shows the customer experience group of the process organization chart of  FIG. 7 .  
       FIG. 12  shows the customer fulfillment group of the process organization chart of  FIG. 7 .  
       FIG. 13  shows the operations knowledge group of the process organization chart of  FIG. 7 . 
    
    
     DETAILED DESCRIPTION  
      The following description of the invention is intended to illustrate various embodiments of the invention. As such, the specific modifications discussed are not to be construed as limitations on the scope of the invention. It will be apparent to one skilled in the art that various equivalents, changes, and modifications may be made without departing from the scope of the invention, and it is understood that such equivalent embodiments are to be included herein.  
      In an embodiment of the present invention, a business model and a method to implement said business model is provided having a basis in a customer focused process management system and organizational structure. Said business model is referred to herein as a customer experience business model, which is aligned with experiences of customers of a business. Said model creates an agile organization that is focused on creating customer value, and through said model, customer value is created to a greater extent than through tradition vertical business models. A business organized according to the customer experience business model may include a process owner, documented process, formal process review, dashboard of customer driven measures and methods for process evaluation and improvement.  
      A process is a sequence of activities undertaken to achieve desired results. Referring to  FIG. 1 , a series of steps  1  to  4  are completed in succession to achieve the desired results. Examples of common processes in a business organization include but are not limited to: materials purchasing processes, lock-out processes, tag out processes, strategic planning processes, invoice processes, leadership development processes, customer acquisition processes, machine repair processes, product transport processes, quality incident processes, acquisition and integration processes, strategic pricing processes, performance management processes (PMP), and proposal processes.  
      A process may be illustrated through a process map. Referring to  FIG. 2 , a generic sales process is shown comprising a first set of steps including scan environment  5 , target customers  10 , engage potential customers  15 , provide the service  20 , and conduct after service activities  25 . The step of engaging potential customers  15  includes the substeps of identify contact person  30 , determine contact method  35 , contact the person  40 , wherein the substeps are illustrated on a different level from the first set of steps  5  to  25 .  
      Referring to  FIG. 3 , in an aspect of the present embodiment, there may be three categories of business processes, including leadership processes  45 , support processes  50  and core processes  55 , which are all interconnected.  
      Because most work in organizations is conducted in the form of processes, customers experience most of these processes either directly or indirectly. The processes may range from very informal to formal and highly standardized. Often it is possible to improve overall results or experiences of a customer by improving individual processes within an organization. To this end, the implementation of a process management system ensures that cooperation and collaboration occurs between different process groups, managers and others within an organization that influence and/or control processes within an organization.  
      By organizing through a process management system, one is able to determine many important parameters of a process that can then be evaluated to improve the process. Examples of parameters of a process that can be mapped and monitored include but is not limited to why the process exist, where the process starts and stops, the sequence of steps in the process, the customers of the process, the process outputs, who is involved in the process, who is responsible for the success of the process, who needs to participate in the process, how the process is performing, who should review the process, and the process inputs and who supplies the process inputs.  
      With a process management approach many aspects of a business organization are improved. For example, the organizational structure is vertical and horizontal as described herein, as opposed to simply vertical. The depiction of the organization may be through a system map, as opposed to an organizational chart. The performance measures are operational and strategic, as opposed to simply operational. Customers are served from a system wide perspective, as opposed to a departmental perspective. Day to day work is performed with a departmental and process focus, as opposed to simply a departmental focus. Processes are formalized and standardized as opposed to informal and unrecognized. Process roles and responsibilities are clear, as opposed to unclear. Improvement is prioritized and focused, as opposed to ad hoc. The use of process management can promote standardization across various processes within a business organization such that different groups sections or processes in the organization can be standardized.  
      In another aspect of the present invention, a business organization organized under the process management approach may include a senior leadership team, which includes senior managers and a process champion. The senior managers are responsible for reviewing process performance. The process champion, as a member of the senior leadership team, is responsible for the strategic direction and performance of the process and will ensure that appropriate resources are available for success. The process owner is a mid level manager that is responsible for the day-to-day management of the process and monitors process performance, leads cross-functional permanent process team and regular process reviews, facilitates the resolution of cross-functional issues and leads process evaluation and improvement efforts. The process team members represent the view of the function or process in working through cross-functional issues with the process team and communicating said issues back rest of the team. In this regard, the process team members also monitor process performance, participate in cross-functional reviews, and participate in process evaluation and improvement efforts.  
      In another aspect of the present embodiment, the leadership team is responsible for developing, reviewing and improving the process management system. The process champion is responsible for the strategic direction and performance of the process. The process owner is responsible for the day to day management of the process. And the process team members are responsible for helping manage and improving the process.  
      In another aspect of the present embodiment, it is contemplated that some or all processes with a business organization may be managed through process management principles, while other groups within the business may be organized by function.  
      Review of processes with a process managed business is preferably ongoing. For example, a formal process review should be conducted periodically for each major process within a business organization. Process reviews may be conducted monthly or bimonthly and are attended by the process champion, process owner, and process team. During process review, the process is evaluated to identify areas for improvement and a process dashboard, a set of customer driven measurements for the process, is revised accordingly.  
      The typical agenda for process review may include issue recognition, action register review, review of the process dashboard and determination of improvement actions, discussion of potential issues, updating regarding ongoing improvement projects, and updating regarding the action register.  
      To aid in process analysis, it is often desirable to map processes or systems within a business organization. By identifying aspects of a system through a system map it is possible to understand the system on an organization-wide level. By representing the organization as a system one can identify the aim of the system, the components of the system, the interaction between components of the system, and then can optimize the system. Optimization may be based on various perspectives such as from the viewpoint of the organization itself or that of the organization&#39;s customers.  
      System maps allow one to identify process owners, create measures and improvement targets, improve or create cross-functional involvement, identify gaps between vertical lines and horizontal lines, screen new initiatives, establish priorities (budget, capital allocation), provide educational opportunities for customer service and other areas, provide developmental tools, and provide common vision for the organization.  
      Once a system map is developed, several methods may be utilized to improve processes and the system. Such methods usually begin with gathering of information regarding the process or system. Information may be gathered from many different sources. For example, information regarding aspects of a process may be gathered from emerging events, strategic planning, environmental scanning, performance dashboards, monthly reviews, project reviews, customer interfaces, employee interfaces, internal or external audits, regulatory changes, competitor moves, organizational assessments, or process characteristics.  
      Based on information gathered through these or other sources several different actions may be implemented. For example, an obvious action may be implemented immediately, a brainstorming session may take place to identify an improvement action and/or manage the improvement action&#39;s implementation, one may continue measurement of the performance measure, the process or process step may be standardized, the measurement of the particular information may be formalized, the process may be redesigned, the process may be flagged for further in depth study, or a formal team may be established to improve the process.  
      An example of an improvement method according to the present invention is to plan, do, study, and act. Planning may include defining the issue to establish the focus of the improvement, measuring the issue to determine the current status, and analyzing the issue to determine the causes of the issue and thus develop an action plan to address the issue. The next step is do, which includes determining an action that will address the issue by, for example, pilot programs, workshops or similar. The next step is study, which includes determining if the do step successfully addressed the issue by, for example, evaluation of the pilot program or analysis of feedback or data developed in the do step. The final step is to act, which includes controlling the changes to a process by, for example, standardizing the changes. All of the above steps may be ongoing at any time resulting in continual improvement of the process.  
      In another aspect of the present embodiment, the responsibilities of the management team may include to manage the enterprise improvement portfolio, identify enterprise improvement initiatives, assign roles and responsibilities, assure strong links to the organizational strategy, assure strong links to financials, conduct enterprise improvement system reviews, identify enterprise improvement system obstacles, and improve the enterprise improvement system.  
      Additional responsibilities of the process champion may include to review team progress, identify and remove barriers to progress, assure strong links to organizational strategy, communicate with executive management team, assure methodology and tools are being used, assure appropriate people are involved, assure team members are allowed to contribute, advise the team leader, help the team obtain resources, keep the team focused and transfer acquired knowledge.  
     EXAMPLE I  
      An example according to the present invention, wherein the business organization is focused on creating customer value, is now described for use in a business organization, Cargill Salt. The primary goal of the present example is to align the goals of the business with the customers&#39; experience thus accelerating growth for both the business and the customers of the business. In the present example the business is more agile and efficient, with the entire business organization focused on creating value for its customers in a more efficient manner.  
      In general, the present embodiment of the customer experience model is process focused instead of functionally focused, the model is aligned to maximize customer experiences and is a comprehensive enterprise strategy executed on an entire enterprise basis. The primary goal of the model is to consistently deliver positive customer experiences thus creating value for both the customer and the enterprise.  
      Referring to  FIG. 4 , a system map of Cargill Salt is shown from the business&#39;s viewpoint. In the system map of  FIG. 4 , five core processes are illustrated including acquire customers  100 , take order  105 , make or buy salt  110 , deliver product  115 , and complete transaction  120 .  
      Several subprocesses are shown within each core process. For example, within acquire customers  100  are the subprocesses generate demand  130 , understand client needs/industry trends  135  and sell product  140 , within take order  105  are the subprocesses electronic data interchange (EDI), web, phone or fax  145  and approve credit  150 , within make salt or buy salt  110  are the subprocesses source materials  155 , buy raw materials  160 , solution mining, evaporate, dry process, package, store product  165  and assure quality product  170 , within deliver product  115  are the subprocesses arrange transport  175  and load/ship salt  180 , and within complete transaction  120  are the subprocesses accounts receivable  185 , credit  190  and financials  195 .  
      Throughout the operation of the core processes  100  to  120 , several other process are operating including customer feedback  200 , issue resolution/opportunity feedback  205 , leadership process  210  and support process  215 .  
      Referring to  FIG. 5 , a system map for the business of  FIG. 4  is shown from the customer&#39;s viewpoint. The current or potential users of salt  300  encounter a triggering event  305  which may include one or more of the following that triggers a need for salt: new application for salt, existing supplier failure, shopping for a reduced price or better service, new supplier sales contact, problem needing a solution, growth and the need for more salt, a second supplier is needed and/or a supplier is being evaluated. As a result of the triggering event  305 , the current or potential user of salt  300  may contact Cargill Salt  310 , wherein Cargill Salt  310  is shown as the customer experiences Cargill Salt, and depending on Cargill Salt&#39;s response, the current or potential user of salt may select Cargill Salt  310  or another supplier  315  to address its needs.  
      The customer&#39;s experience of Cargill Salt  310  includes several types of experiences. For example, the customer may have a value discovery experience  320 , a buying decision experience  325 , an ordering experience  330 , a receiving experience  335 , a using experience  340 , a payment experience  345  and/or a feedback and problem resolution experience  350  which may or may not include feedback and resolution regarding any of experiences  320  to  345 .  
       FIGS. 4 and 5  are related in that  FIG. 5  demonstrates the customer&#39;s viewpoint of the various processes set forth in  FIG. 4 .  
      While most business organizations have processes and procedures that are functionally driven, in said example the processes are customer driven. For example, many organizations include a credit group that is responsible for customer credit and collection processes. In most organizations these processes are functionally driven and focused internally on the needs of the business organization and even the specific department within the business organization. As such the processes are optimized to be the most efficient within the business organization. Employing the customer experience approach, and viewing the process from a customer perspective the processes may not always be optimized for the customer. Under the present embodiment of the customer experience business model, the most advantage is gained by optimizing the internal processes from the customer&#39;s perspective. Further in the present embodiment, the primary focus of the organization is to improve the customer experience.  
      In view of and based on the customer experience business model shown in  FIG. 5 , a high level process organizational chart may be implemented that may include one or more of the customer experiences  320  to  350  of  FIG. 5 .  
      Referring to  FIGS. 5 and 6 , an organization chart is shown that includes and is based in part upon the customer experiences  320  to  350  of  FIG. 5 . The organizational chart of  FIG. 6  includes a business unit leader  355 , a transformational growth leader  360 , an enterprise planning leader  365 , a customer experience leader  370 , a customer fulfillment leader  375 , a controller  385 , an operations knowledge leader  390 , and support services  395 . The enterprise planning group is responsible for managing the value discovery experience  320  and the feedback and problem resolution experience  350 , the customer experience group is responsible for managing the buying experience  325  and ordering experience  330 , the customer fulfillment group is responsible for managing the receiving experience  335  and the using experience  340 , and the controller is responsible for managing the payment experience  345 .  
      The remaining groups retain a functional organization and include the transformational growth group  360 , the operations knowledge group  385  and support services group  390 .  
      In another aspect of the present example, to retain the benefits of a strong functionally organized business, functional knowledge leaders may be used to ensure a strong functional skill set with each of the above process groups. Functional knowledge leaders manage talent pipeline, collaborate with corporate centers of expertise and function as the internal experts to the continually review business results and look for functional improvement opportunities.  
      In yet another aspect of the present embodiment, each individual or group may overlap in personnel with other processes or groups including the functional knowledge leaders. Further, in addition to the above, every individual in every group team or process set forth above is responsible for generating and communicating ideas that improve the customer&#39;s experience.  
     EXAMPLE II  
      Referring to  FIG. 7 , in another example of the present invention, an organizational chart implementing and based on the customer experiences  320  to  350  of  FIG. 5  is shown. The chart is laid out in a horizontal manner as opposed to vertically as in most business organizational charts. The horizontal display reflects that the organization is not hierarchical. The boxes of the chart do not necessarily represent peers or subordinates. In addition the boxes may represent individual, teams of individuals or entire groups of hundreds of employees. Column  450  and the business leader  455  represent the senior leadership team.  
      Referring to  FIGS. 5 and 7 , the enterprise planning group  405  may be responsible for the value discovery experience  320  and feedback and problem resolution experience  350 , the customer experience group  410  may be responsible for the buying decision experience  325  and ordering experience  330 , the customer fulfillment group may be responsible for the receiving experience  335  and the using experience  340 , and the controller  445  may be responsible for the payment experience  345 . In the alternative, it is contemplated that any group set forth in the senior leadership team of  FIG. 6  may include one or more of the customer experiences  320  to  350  of  FIG. 5 .  
      Referring to  FIG. 8 , the senior leadership team is responsible for the several processes including, talent and leadership development, compensation, and business model validation and improvement. Decision rights for the senior leadership team include approval of high level processes, strategy for the business organization, budgets, plans, and compensation and recognition programs.  
      The senior leadership team may include the following: the business leader  455  and reporting to the business leader  455 , transformational growth  460 , enterprise planning  465 , customer experience  470 , customer fulfillment  475 , Controller  480 , foreign operations (Latin America)  485 , information technology (IT)  490 , operations knowledge  495 , human resources  500 , and legal  505 .  
      Referring to  FIG. 9 , the transformation growth group  460  is responsible for the several processes including idea management, intellectual property management, and decision rights include how to execute transformational growth projects. Decision rights of the transformation growth group  460  may include how to execute transformational growth projects.  
      The roles and responsibilities of the transformation growth group  460  are as follows: the transformational growth leader  510  is responsible for leading the team to accomplish goals including how, when and what tools to employ to accomplish transformation growth processes; the innovation lead  525  is responsible for idea management processes including rollout, implementation and training plan for idea management processes; the project managers  515  and  520  are responsible for management of assigned projects including how and when to complete projects and scouting for new opportunities and idea generation; the financial manager  535  is responsible for support of the financial needs of the team; intellectual capital legal  545 , as a legal expert, is responsible for rollout, implementation and training for intellectual capital management; the research and development (R&amp;D) lead  530  is responsible for insuring R&amp;D transformational projects are completed as planned and support for other transformation project R&amp;D needs; the process analyst group/knowledge leader  540 , which includes law, human resources, quality assurance, R&amp;D, and finance, is responsible for supplying people and knowledge resources for agreed upon transformational projects; the idea team (not shown) is responsible for idea management and review.  
      Referring to  FIG. 10 , the enterprise planning group  465  is responsible for the several processes including enterprise strategy development, budgeting, project portfolio management, value discovery experience, feedback and problem resolution experience, and reflects the voice of the customer. Decision rights of the enterprise planning group  465  include resource allocation processes and budgeting processes.  
      The roles and responsibilities of the enterprise planning group  465  include the following: the enterprise planning leader  550  is responsible for providing leadership and direction to develop and deploy business strategy regarding budgeting, people and capital project resources, project priority, strategic pricing, volumes and geographies; the senior marketing director  555  is responsible for high level leadership of marketing such as high level pricing decisions, volumes and geographies; the planning manager  565  is responsible for budgeting, people and capital management, volume targets, geographical targets, and product targets; the financial manger  570  is responsible for analysis of budgeting, capital deployment, high level pricing and financial targets; the process analyst  575  is responsible for the management of effectiveness of process integration points; the logistical analyst  560  is responsible for managing logistical costs, identification of trends and opportunities, communication of areas of risk and opportunities; the value discovery team  580  is responsible for leadership of discovery processes including value segments, customer value drivers, and acting as the voice of the customer; the continuous improvement team (CIT team)  585  is responsible for leading customer incident and tracking and resolution processes including maintaining SLA agreements, maintaining the customer improvement team database and root cause analysis. Some or all of the foregoing are responsible for monitoring and communicating trigger events and value opportunities including identifying significant changes in competition, supply and demand, financial performance, customer value drivers, technological changes, governmental regulations, customer satisfaction, and corporate requirements.  
      Referring to  FIG. 11 , the customer experience group  470  is responsible for the several processes including prospecting, account selection, value based selling, customer relationship management, credit approval, customer order management, new account set-up, and perfect order analysis. Decision rights of the customer experience group  470  include optimizing book of business to achieve enterprise objectives and developing sales, marketing and customer service tactics to support targeted accounts.  
      The roles and responsibilities of the customer experience group  470  are as follows: the customer experience leader  590  is responsible for leading the team to accomplish its goals such as ensuring value commitments are delivered to targeted accounts that generate required financial returns; the retail sales director  600  is responsible for leadership of grocery, foodservices and retail sales teams including selection of all accounts to optimize book of business in market segments, pricing and promotional programs and value discovery to meet enterprise objectives; the regional and commercial sales director  605  is responsible for leadership of the regional and commercial strategic account teams including selection of accounts to optimize book of business in market segments, pricing and promotional programs and value discovery to meet enterprise objectives; the tactical and marketing director  620  is responsible for leadership of the marketing team to provide promotional support and include development, deployment and promotional programs and marketing activities to meet targeted account value requirements; the customer order management (COM) manager  635  is responsible for leadership of customer service processes such as development and implementation of customer service processes to support value commitments to selected accounts; the logistics analyst  610  is responsible for identification of logistical opportunities and risks in meeting enterprise or account value expectations; the financial manager  630  is responsible for integrity and accuracy of financial analysis and decision support to insure financial returns; and the process analyst  625  is responsible for ensuring effectiveness of processes integration points and the effectiveness of process to deliver value to targeted customers and Cargill Salt.  
      Referring to  FIG. 12 , the customer fulfillment group  475  is responsible for the several processes including, operations management, materials management, maintenance, procurement, operations and capital (MPOC), logistics management, using experience. Decision rights of the customer fulfillment group  475  include deployment of supply and demand plan, inventory and warehouse levels, carriers and suppliers.  
      The roles and responsibilities of the customer fulfillment group  475  are as follows: the customer fulfillment leader  640  is responsible for ensuring performance on value commitments; the materials manager  645  is responsible for leading the production control and inventory processes including optimizing inventory positions, achieving perfect order target and managing the advanced planning and scheduling processes; the operations manager  650  is responsible for leading the operations processes and team including achieving environmental health and safety (EHS) objectives, achieving product specifications and functionality requirements, producing to plan, and optimizing operational efficiencies; the logistics manager  655  is responsible for leading the transportation and distribution processes including managing carrier performance, optimizing distribution efficiencies and achieving perfect order target; the procurement manager  660  is responsible for leading the procurement processes including managing supplier performance and relationships, optimizing category costs, and achieving MPOC targets; the process analyst  665  is responsible for providing financial and process analysis including managing customer fulfillment dashboards, supporting functional dashboards and/or standards and goals (S&amp;G&#39;s) and analyzing process and/or functional alternatives; the using team  670  is responsible for developing, implementing and achieving process flows, integration and metrics including optimizing customer using experience through alignment of processes and capabilities.  
      Referring to  FIG. 13 , the operations knowledge group  495  is responsible for the several processes including talent acquisition, benchmarking, operations training &amp; education, corporate audit processes and standards on EHS, quality assurance and quality control (QA/QC), food and feed safety, and research and development project selection. Decision rights include staffing and operations training and education. It is contemplated that this group may be functional organized.  
      In another aspect of the present example, to retain the benefits of a strong functionally organized business, functional knowledge leaders may be used to ensure a strong functional skill set with each of the above process groups. Functional knowledge leaders manage talent pipeline, collaborate with corporate centers of expertise and function as the internal experts to the continually review business results and look for functional improvement opportunities.  
      In yet another aspect of the present example, each individual or group may overlap in personnel with other processes or groups including the functional knowledge leaders. Further, in addition to the above, every individual in every group team or process set forth above is responsible for generating and communicating ideas that improve the customer&#39;s experience.  
      As stated above, the foregoing is merely intended to illustrate various embodiments of the present invention. The specific modifications discussed above are not to be construed as limitations on the scope of the invention. It will be apparent to one skilled in the art that various equivalents, changes, and modifications may be made without departing from the scope of the invention, and it is understood that such equivalent embodiments are to be included herein. Therefore, it must be expressly understood that the illustrated embodiments have been shown only for the purposes of example and should not be taken as limiting the invention, which is defined by the following claims. All references cited herein are incorporated by reference as if fully set forth herein.