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Otisline Case Analysis

Otisline affected many aspects of Otis's value chain including operations, marketing, sales, and service. It removed third party answering services and automated many manual tasks like log and report maintenance. This enhanced responsiveness and provided management with useful statistics. It also improved customer service, reliability, and competitiveness. To accommodate Otisline, Otis made several organizational adjustments. It installed personal computers in local offices to allow managers to track service mechanics. It centralized dispatching through Otisline while boosting quality. Additional IT infrastructure like servers and telecom equipment was installed, doubling the information services budget. Service centers hired and trained dedicated dispatchers to handle calls, paging, and new equipment.

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371 views2 pages

Otisline Case Analysis

Otisline affected many aspects of Otis's value chain including operations, marketing, sales, and service. It removed third party answering services and automated many manual tasks like log and report maintenance. This enhanced responsiveness and provided management with useful statistics. It also improved customer service, reliability, and competitiveness. To accommodate Otisline, Otis made several organizational adjustments. It installed personal computers in local offices to allow managers to track service mechanics. It centralized dispatching through Otisline while boosting quality. Additional IT infrastructure like servers and telecom equipment was installed, doubling the information services budget. Service centers hired and trained dedicated dispatchers to handle calls, paging, and new equipment.

Uploaded by

Suhas Avg
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Group 3

Section B

Q1. What elements of Otis's value chain were effected by Otisline.


The Operation, Marketing, Sales and Service components of Value chain offered by Otis.
Otisline system affected almost all of NAO’s business functions including information services,
customer service, service mechanic dispatching and control and service marketing and
engineering.
Operations
Otisline removed third party answering services. It also enhanced the responsiveness as
answering services were not very efficient and prompt.
Manual maintenance of log reports, summary reports and elevator maintenance history have been
eliminated.
Variety of statistics regarding dispatcher performance has been provided based on which
necessary decisions could be taken.
Excess call back reports helped in identifying installation of specific component malfunctions
helping to focus resources on key problem areas.
Marketing and Sales
NES application is accessible to sales representatives. Also, data about competitive loss and
performance of sales representatives available to managers
Service
Responsiveness to customer maintenance requests improved drastically. Sub-second response
time is an essential part of Otisline
Improved reliability in service by using data available from service requests of out of service
elevators
Professionally staffed customer service was available to customers
Improved communication between customers, service mechanics and Otis management
Helped NAO compete with lower priced independent service companies
Customer satisfaction improved
Otisline has created excess call-back reports for various levels of management. Otherwise,
management was aware only if there was a customer complaint

Q2. What adjustments were made in the organization to accommodate Otisline.


Initially, Office managers had more control over dispatching service mechanics and they had
information about location of their service mechanics. So Otisline is being improved to address
these concerns. Personal computers which can inquire with Otisline and help track the service
mechanics are installed in local offices.
Otis had decentralization policy but Otisline centralized service mechanic dispatching but
Otisline helped boost the quality and reliability of Otis products.
Additional resources required to support Otisline i.e. IBM3083, state of the art direct access
storage devices, tape drives and telecommunication equipment have been installed. Information
services budget doubled to provide for the equipment required by Otisline.
New methodologies of system development are being developed. 37 local terminals have been
installed at service centre. 150 personal computers have been installed at local offices.
Service centre was staffed with highly skilled dispatchers. New hires received inhouse training.
Periodic seminars were also conducted.
During each shift, each dispatcher was usually assigned one function, to accept calls, to page
service mechanics or to handle new equipment.

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