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Otisline Case

Otisline was a centralized customer service system that improved Otis's service operations and value chain. It addressed responsiveness, reliability, communication, and customer satisfaction. Otisline allowed service mechanics to file reports over the phone rather than writing them, improving response times. Callback reports helped identify common issues and diagnose problems more quickly. Otisline also supported elevator sales. Organizationally, Otis shifted to a more centralized approach, provided technical and customer service training to employees, upgraded computer systems to support Otisline, and emphasized teamwork and customer focus.

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Suparna Roychowdhury
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111 views2 pages

Otisline Case

Otisline was a centralized customer service system that improved Otis's service operations and value chain. It addressed responsiveness, reliability, communication, and customer satisfaction. Otisline allowed service mechanics to file reports over the phone rather than writing them, improving response times. Callback reports helped identify common issues and diagnose problems more quickly. Otisline also supported elevator sales. Organizationally, Otis shifted to a more centralized approach, provided technical and customer service training to employees, upgraded computer systems to support Otisline, and emphasized teamwork and customer focus.

Uploaded by

Suparna Roychowdhury
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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Otisline Case

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


Ans. Otis added value elements mostly in its Service compared to its competitors, Operation
Marketing/Sales., A centralised customer service system piloted became successful. After
implementing OTISLINE, the company visibility in the service business has increased.
Service:OTISLINE has addressed six elements responsiveness, reliability, innovation,
communication, teamwork, and customer satisfaction. The OTISLINE application developed in a
such away to keep customers minimum time on hold and resolve his or her queries. The company
used technology advantages to prove better service quality, like giving dispatchers a local display and
necessary information about the customer to reduce the response time. With OTISLINE, instead of
filing a written report for each callback, the service mechanics called OTISLINE, described the
situation when they arrived at the building and reported the stepstaken to repair the elevator. All the
logs are stored in the database, which made the company track the history and do a particular service.
Operations: It increased the quality of service to customers more effectively. The callback
reports statistics helped to understand the common malfunctions and helped the company to
quickly diagnose problems. Excessive callbacks directly reported to various managers depending
on the call backs after the service.
Marketing/Sales:The company used OTISLINE to support elevator sales. New equipment
sales(designed to designed to automate the production of status reports on elevator sales prospects)
NES made data about competitive losses and performance of new equipment sales representatives
easily accessible to management
Q2. What adjustments were made in the organization to accommodate Otisline?
Ans. Otis had many adjustments in the organisation for the Implementation of OTISLINE. The
changes were in the workculture as well as the technical front.
Technical changes

 Centralized information compared to the earlier Decentralized approach: Earlier NAO


was a decentralized organization, and OTISLINE is a very-centralized approach requiring a
change for Better use of the service. The centralized system enabled the company to accept
calls even during non-primetime.
 Technical training for the new employees: New hires received four to six hours of training
With OTISLINE, IBM Display & telephone systems, Operating of the Phone system,
Conversation, and Listening skills, Elevator Terminology and organization Structure
Knowledge. The data center operations were also increased to support response time and
performance requirements.
 Shifting computer platforms to the latest technology: IBM 3083 was installed to replace
the IBM 370/158, and new peripheral and telecommunications equipment were installed to
support the OTISLINE customer service Centre.
 Redundancy of certain service personnel: the company reduced the labor employed in the
process by leveraging more Technical information from the OTISLINE system

Workculture changes
 Teamwork: Dispatcher was a vital part of the team and the success of the organization. The
dispatcher is also given a short display and data base paths for increasing reposnsiveness.
 Customer centric became more prominent as training was provided to be courteous,
sensitive, and efficient and convey the ideas clearly. ( The company held periodic seminars to
update the dispatchers on system changes, to review sample dialogues for situations that were
likely to be encountered)

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